Journal of Public Administration - Volume 43, Issue 3, 2008
Volumes & issues
Volume 43, Issue 3, 2008
Source: Journal of Public Administration 43 (2008)More Less
Elize Kotze joined the Department of Industrial Psychology (Mil) in 1989 as a Senior Lecturer, and was promoted to Professor in 2002. She was also the Secundus Chair of the Faculty of Military Science. Prof. Kotze completed her undergraduate studies and M. Sc. in Psychology at Potchefstroom University for CHE.
Understanding the mentoring and coaching imperative for the senior management level of the South African public serviceSource: Journal of Public Administration 43, pp 313 –329 (2008)More Less
Senior managers in the South African Public Service have a constitutionally mandated and noble task to enable continuous learning and development of their staff. Mentoring and coaching is one effective intervention to secure and sustain this. To enhance mentoring and coaching knowledge and practice, understanding of the basis of mentoring and coaching is fundamental as well as transformational mentoring and coaching. The fact that mentees and coachees are adult learners need to be taken into consideration. Effective mentoring and coaching require insights into the nature of relationships and diversity as well as how to provide feedback and engage in questioning.
Author Y. PenceliahSource: Journal of Public Administration 43, pp 330 –341 (2008)More Less
This article highlights the cultural diversity issues confronted by managers in transforming societies such as in South Africa. It asserts that the significance and importance of cultural diversity in the workplace should be appropriately recognised and respected. For this reason, it argues that knowledge about a culture is the essence of a fundamental building block in an organisation. However, for knowledge to translate into appropriate behaviour, mindfulness is a key element. The article suggests that managing cultures requires a manager to build culturally appropriate relationships across the cultural divide - a skill which can be developed.
Source: Journal of Public Administration 43, pp 342 –358 (2008)More Less
One institution in South Africa that has been radically transformed since 1994 is the unit of local government. Given its legacy as fundamental to policy of separatism, it is not by accident that local government received priority political attention in restructuring. The institution has been created, not by Parliament, but by the Constitution. A corollary of this radical feature is that local government units have de jure existence as a sphere, and must be recognised as such by other spheres of government. Yet, as democratic norms would require, checks and balances exist, constitutionally, to promote accountability in local government functioning.
Combating poverty, or its alleviation, is a fundamental objective of municipalities in South Africa. The urgency and necessity of the agenda item means that municipalities can function optimally on being legally empowered. Such is the focus of this article which examines the legal framework by which municipalities are constitutionally positioned to improve living conditions by fighting poverty. For that matter, case studies are provided on the extent to which municipalities can face challenges on implementing mandates on fighting poverty.
Source: Journal of Public Administration 43, pp 359 –375 (2008)More Less
Although South Africa has, since 1994, developed an impressive compendium of financial management policies and regulations, public expenditure management remains a challenge. Nationally, the Public Finance Management Act, 1999 (PFMA) forms the basis of financial management in the public service. In the municipal sphere, which is the heart of public service delivery, the PFMA is supported by the Municipal Financial Management Act, 2003 (MFMA). Yet, financial management in all three spheres of government remains a challenge. This article presents a case study on one Metropolitan area's health department in the Gauteng province, as a quest to highlight the magnitude of the challenge of public expenditure (mis-)management in the South African public sector. The region has over a number of years received qualified audit statements from the office of the Auditor-General with no significant improvements registered. In this article, it is argued that improper implementation of performance management systems; lack of information; insufficient involvement of managers in the budgeting process and the mismatch of managers' educational qualifications are among the major factors that inhibit sound public expenditure management.
Measuring what? The utilisation of development indicators in the integrated development planning processSource: Journal of Public Administration 43, pp 376 –400 (2008)More Less
The use of development indicators in the Integrated Development Planning (IDP) process is not only required legislatively (in terms of the Municipal Systems Act, 2000 amongst others), but is also aimed at ensuring the measurability of development initiatives and thereby at ensuring the accountability of decision-makers in municipalities. Development indicators guide municipalities in the allocation of scarce resources to those areas where they are most needed. Development indicators are therefore an essential part of an IDP. This article sets out to explore the use of these indicators in the IDPs of three local municipalities in the Free State, in order to demonstrate the critical absence of adequate development indicators in the IDPs. The article firstly explores the existing literature on development indicators and thereafter, the legislative requirements with regard to the use of development indicators in the IDPs. The various types of indicators used in development planning will be compared with those presented in the three IDPs (Mantsopa, Nala and Setsoto), in order to explore the limited use of development indicators in the IDPs, as well as the possible reasons for this. The implications for development planning and local governance will also be discussed.
Author L.J. ErasmusSource: Journal of Public Administration 43, pp 401 –413 (2008)More Less
Optimum performance in the South African public service is paramount to eradicating its backlog in social services. The South African government introduced, amongst others, financial management reforms to address this challenge. The Public Finance Management Act (PFMA) endeavours to create a culture of performance by having managers manage, but simultaneously holding them accountable for their utilisation of resources in service delivery. However, within this endeavour to improve performance, there are still many instances of poor financial management or more specifically poor financial performance, which in many cases are causally related to poor service delivery. This study aims at establishing criteria for the financial performance expected of the line managers, in their attempt to reach predetermined service delivery targets. Variables were identified that impact on the financial performance of the line manager. Focus group interviews were utilised as the qualitative research instrument. The culmination of the study is a financial performance assessment instrument that endeavours to assess the achievement of success factors towards the financial performance of the line manager. Through this instrument, capacity gaps may be identified. Addressing these gaps may enable managers to manage the funds allocated towards service delivery and be held accountable for their successes and failures.
Author M.H KanyaneSource: Journal of Public Administration 43, pp 414 –417 (2008)More Less