Human Resource Challenges Confronting the Senior Management Service of the South African Public Service

By Sing, Danny | Public Personnel Management, Summer 2012 | Go to article overview

Human Resource Challenges Confronting the Senior Management Service of the South African Public Service


Sing, Danny, Public Personnel Management


Introduction

The SMS of the South African Public Service is required to provide the necessary leadership to ensure that the transformatory agenda of the South African Government is sustained and achieved. However, the SMS is currently being confronted with certain human resource challenges. In order to ensure a systematic treatment of the subject, the article begins with an exposition of the origins and aims of the SMS. Thereafter, there is a discussion of capacity concerns, strategic cross cutting issues, and staff turnover.

Origins and Aims of the Senior Management Service

The race-based, pre-1994 oppressive, suppressive and undemocratic South African Government, created and promoted practices in the Public Service, which were compliance driven, discriminatory, impersonal and non-developmental. (1) In the post-1994 developmental state, the Constitution of the Republic of the South Africa Act, 108 of 1996 (hereinafter referred to as the Constitution) became the supreme law in the Republic of South Africa; law or conduct inconsistent with it is involved, as well as obligations imposed by it must be fulfilled. (2) In the apartheid state, Parliament was regarded as the supreme legislative authority. Indeed, the 1996 Constitution enshrined a rights-based human resource management practice that advocated the maximization of the human potential and its advancement as a constitutional value. (3) A value that must underpin the mission of the Public Service (national and provincial public service departments), which is to promote a high quality of life, living and livelihood for all South Africans. Underpinning this new human resource management practice is valuing of diversity, emphasizing peer and team support, rewarding excellence, promoting professionalism, as well as constituting a culture of lifelong learning and growth. (4) Certainly, a daunting task. The SMS (also referred to as the Public Leadership) was established to promote, sustain and champion this new human resource paradigm. A paradigm fundamental to transforming service delivery in South Africa. (5) This requires the SMS to be highly competent and multi-skilled to give strategic guidance to a Public Service in a developmental state.

In 2001 the South African Government introduced the SMS as a strategic human resource dispensation to professionalize the senior management level of the South African Public Service. The SMS comprises positions from the Director upwards to that of the Head of Department (HOD) in both the national and provincial public service departments. This was enabled mainly through the amendment of the 2001 Public Service Regulations. (6) As a distinct and deployable pool of scare resource, the SMS is required to be aligned and linked to the various programmes of the public service departments which are significantly, the agents of the developmental state. (7) In order to ensure that the SMS cadre ensures, promotes and sustains service delivery in an innovative and creative manner, collaboration is fundamental. The partners must be the community, different government sectors and organs of state, civil society formations and international actors. (8) Indeed, this collaboration is a constitutional imperative, essential for a developmental state. However, recent investigations of the Public Service Commission (PSC) revealed certain human resource challenges which confronts this unique dispensation of the South African Public Service.

Capacity Concerns

It is incumbent on the South African Government to ensure that Senior Public Service Managers as leaders, pace-setters and role models, be meaningfully capacitated to perform in an optimal and competent manner. In January 2008 the PSC, in its oversight, monitoring, evaluation and research role published the Report on the Evaluation of the Training Needs of Senior Managers in the Public Service. Data and information for this research was solicited through a demographical stratified survey of all Senior Managers in national and provincial public service departments. …

The rest of this article is only available to active members of Questia

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this article

This article has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this article

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Buy instant access to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Note: primary sources have slightly different requirements for citation. Please see these guidelines for more information.

Cited article

Human Resource Challenges Confronting the Senior Management Service of the South African Public Service
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Help
Full screen

matching results for page

    Questia reader help

    How to highlight and cite specific passages

    1. Click or tap the first word you want to select.
    2. Click or tap the last word you want to select, and you’ll see everything in between get selected.
    3. You’ll then get a menu of options like creating a highlight or a citation from that passage of text.

    OK, got it!

    Cited passage

    Style
    Citations are available only to our active members.
    Buy instant access to cite pages or passages in MLA, APA and Chicago citation styles.

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

    1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

    Cited passage

    Thanks for trying Questia!

    Please continue trying out our research tools, but please note, full functionality is available only to our active members.

    Your work will be lost once you leave this Web page.

    Buy instant access to save your work.

    Already a member? Log in now.

    Author Advanced search

    Oops!

    An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.