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n Tydskrif vir Geesteswetenskappe - 'n Organisasiediagnose van die doeltreffendheid van 'n menslike hulpbrondepartement binne 'n groot stedelike munisipaliteit : research article

Volume 47, Issue 4
  • ISSN : 0041-4751

Abstract

Baie organisasies in Suid-Afrika, veral organisasies wat dienste lewer, word daarvan beskuldig dat hulle oneffektief is en nie in staat is om diens van gehalte te lewer nie. Veral munisipaliteite word in hierdie verband uitgesonder. Die menslike hulpbrondepartemente van munisipaliteite speel 'n belangrike ondersteunende rol om die ander departemente in staat te stel om meer effektief te funksioneer. Daarom was die doel van hierdie studie om die effektiwiteit van 'n menslike hulpbrondepartement binne 'n groot stedelike munisipalteit te ondersoek deur middel van 'n organisasiediagnose. Weisbord se teoretiese organisasiemodel is as basis vir die studie gebruik. Hierdie model maak voorsiening vir ses onderskeie komponente wat as aanduiders van organisasieeffektiwiteit beskou kan word, naamlik leierskap, doelstellings, struktuur, belonings, ondersteuningsmeganismes en verhoudinge. 'n Sewende komponent, naamlik houdings is bygevoeg om die spektrum van die ondersoek te verbreed. 'n Vraelys wat op Weisbord se model gebaseer is, is tussen werknemers van die menslike hulpbrondepartement van 'n groot stedelike munisipaliteit versprei. Die responskoers was bykans 30%. Die respondente het neutrale menings ten opsigte van ses van die sewe aanduiders van organisasie-effektiwiteit getoon. Volgens hulle is die belonings wat hulle ontvang, goed.


In South Africa, many organizations, especially organizations that are rendering services, are blamed that they are ineffective and not capable of providing high quality services. Especially municipalities are singled out in this regard. Human Resources Departments in municipalities are playing an important role in supporting the other departments to perform effectively. Therefore, the aim of the study was to determine the effectiveness of a human resource department within a big urban municipality by means of an organizational diagnosis. Weisbord's theoretical organization model was used as the basis for this study. This model makes provision for six respective components that could be regarded as indicators of organizational effectiveness, namely leadership, purposes, structure, rewards, helpful mechanisms and relationships. A seventh component, namely attitudes, was added to broaden the scope of the evaluation. A questionnaire based on Weisbord's model was distributed among employees of the human resource department of a big urban municipality. Respondents were instructed how to complete the questionnaire correctly. They completed the questionnaires anonymously and were assured that their identity would not be revealed. The response rate was approximately 30%. The respondents expressed neutral views regarding six of the seven indicators of organizational effectiveness. Respondents indicated that they do not have a clear image regarding the objectives of the subdirectorate Human Resources, that they find it difficult to identify with the objectives, and that they are not strongly committed to those objectives. They were also not sure whether or not they have a say in determining the objectives. They exhibited neutral opinions regarding the effectiveness of the current structure of the subdirectorate and the distribution of the work. Respondents showed neutral opinions regarding the quality of leadership, especially in terms of the balance between leadership responsibilities and the effectiveness of the execution of these responsibilities. They also indicated uncertainty regarding the extent to which leaders support them to perform more effectively. It is evident from the results that respondents are not convinced that the working relationships between colleagues are sound and healthy, that they support one another, that they trust one another and that they are cooperating with one another. Respondents displayed neutral opinions regarding the effectiveness of supporting mechanisms. Supporting mechanisms include two-way communication, regular feedback to identify developmental areas, creative problem-solving, mentoring and moral and emotional support. Respondents indicated that they are not sure whether the subdirectorate will be able and willing to bring about changes and to adapt to these changes or not. According to the respondents the rewards provided by the municipality are good. The neutral opinions regarding a broad range of important focus areas that are indicative of organizational effectiveness that result from this study could be interpreted in different ways. It could be interpreted as a lack of commitment and enthusiasm to achieve objectives. It could also be interpreted as an unwillingness to criticise the status quo due to different reasons. This could impact negatively on job satisfaction and productivity. In order to improve job satisfaction, productivity and quality of service all the above-mentioned focus areas should be addressed.

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/content/akgees/47/4/EJC20063
2007-01-01
2019-10-16

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