Masters Degrees (Public Administration and Management)
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Item Open Access Operational and efficiency improvements in the Senwesko feed-milling plant at Viljoenskroon(University of the Free State, 2006-12) Badenhorst, H. F.; Van Wyk, JacquesAbstract not availableItem Open Access The history of the Durban Town Council, 1854 - 1879(University of the Free State, 1979) Bjorvig, A. C.; Van Schoor, M. C. E."The History of Old Durban" by George Russell, a.resident of early Durban and "Fifty Years of Municipal History" by W.P.M. Henderson, a later resident and Town Clerk of Durban, are the only secondary sources available on some of the early history of the Durban Town Council. I acquired most of my information from the documentation of the "Mayor's Minutes" and "Municipal Council Minutes", as .well as "The Natal Mercury" from 1854 to 1879. The bulk of my illustrations are from the Local History Museum in Durban. The English trading system of currency and ass~zing is used throughout the thesis. No offence is meant by the terms "Coolies and Kaffirs", as it was widely used in the documentary evidence of the period r endeavoured to cover.Item Open Access Marketing model for a metropolitan local council(University of the Free State, 2001-11) Franzsen, H. S.; Bekker, J. C. O.English: Marketing has traditionally only been used in the private sector as a process to identify, anticipate and supply customer needs and requirements. However, when marketing is defined as the social and managerial process by which individuals and groups can obtain those services and products that satisfy their needs and wants, the concept could be broadened to also include public sector organizations such as municipalities. Marketing is a process consisting of a number of steps that has to be completed in order to reach its goal. This includes researching the target markets and environments of the organization where marketing activities are to be undertaken. In this dissertation research was done for the purpose of developing a marketing plan that can be implemented in the Western Metropolitan Local Council (WMLC) to suit the specific needs and requirements of its customers but that will also serve as a framework for other municipalities to develop marketing plans that are driven towards satisfying the needs of their customers. Organizations getting involved in the marketing game should ensure that they do not concentrate solely on external marketing but that they should also invest in marketing to their internal customers (employees). Employees are important internal customers to any organization and to each other. In service delivering organizations such as municipalities, it is the employees of the organizations who deliver the services to the customers and therefore their perceptions, attitudes and actions could have a positive or negative effect on customers' impressions of an organization and the services it delivers. In an effort to develop a marketing plan for the WMLC attention is paid to the policy documents that affect the structures, powers and functions of municipalities and as such may have an impact on the marketing plan that can be developed for the WMLC. It was also necessary to undertake a survey of the internal and external environments of the WMLC in order to acquire knowledge about all the factors that should be considered in the development of a marketing plan. The questionnaires that were distributed to the three target markets (employees, residents and the business sector) were analyzed to provide the necessary information about the perceptions and attitudes of the customers (internal and external) of the WMLC. The aim of this research was not only to develop a marketing plan for the WMLC, but also to create a model according to which all other municipalities will be able to develop their marketing plans suited specifically for their target markets and to achieve their marketing and ultimately strategic objectives. The marketing model and marketing plan developed where done so on the basis that municipalities are service-delivering organizations. This means that it was necessary to use the extended marketing mix for the development of the marketing plan. Other municipalities, therefore, only need to use the suggested framework of the WMLC marketing plan and work through the suggested marketing model in order to develop their own marketing plans. The marketing plan developed for the WMLC is an effort to not only market all the services delivered by the WMLC but also to address the perceptions of the customers in an effort to change negative perceptions moving the attitudes of customers from apathy to active participation and attracting new investments for the local economic development of the area.Item Open Access Strategies for the democratization of the development process in the public sector(University of the Free State, 2003-09) Khambule, Ezecheus Funele; Sindane, A. M.Abstract not availableItem Open Access The impact of local government restructuring on the functioning of the Kai !Garib Local Municipality(University of the Free State, 2005-05) Du Plessis, Lyndon Mark; Bekker, J. C. D.English: The ultimate aim of government is to act on behalf of the citizens they serve. In doing so, governments have to render basic services and create an environment in which citizens can initiate endeavours to improve their living conditions. Government in South Africa was transformed in 1994 and the post 1994 government has since had the challenging task of providing services to citizens and eradicating the legacy of a previous system, characterised by disparities. / As far as direct responsibility for service rendering is concerned, local J government has a particularly meaningful role, because it is the sphere of government people relate to most easily. In order to be able to meet the increasing challenges of governance, local government also underwent fundamental changes. 5 December 2000 heralded a new era for local government in South Africa, with the transformation of local government leading to the number of municipalities in the country being reduced from more than 800 to 284. These changes meant that many formerly independent municipalities have amalgamated to form new municipal organisations. Change in organisations invariably leads to conflict that, if not sufficiently dealt with can have a negative impact on the functioning of an organisation. The purpose of this study is to investigate the impact of local government restructuring on municipalities with specific reference to the Kai !Garib Local Municipality in the Northern Cape. The study focuses on aspects such as the historical development of local government in South Africa, the legislative framework for the new system of local government in the country as well as the need for efficient organisational structures as a means to deal with potential ill effects of the restructuring of local government. Finally, empirical research is conducted at the Kai ! Garib Local Municipality in order to determine the views of role players in the Municipality, and finding solutions to potential problem areas.Item Open Access Managerial skills and institutional capacity for municipal service delivery(University of the Free State, 2003-11) Marais Luni; Kroukamp, H. J.English: Since the early nineteen nineties a number of social and political changes emanated from the transformation process in South Africa. These changes had an effect on all spheres of government. The local sphere of government has particularly been affected by the changes since it is the sphere closest to the people and directly responsible for municipal service delivery. The Constitution of the Republic of South Africa, 1996 (Act 108 of 1996) has furthermore outlined values and principles for public officials to comply with, pertaining to service delivery to inhabitants. It is therefore necessary to have skilled and competent public officials in order to comply with constitutional requirements. The purpose of the study is to identify and analyse the status and relevance of managerial skills in the local sphere of government as well as its influence on municipal service delivery. Managers in municipalities should exhibit particular skills and competencies in order to fulfil their developmental role and provide quality municipal services to inhabitants. The study focuses specifically on the Nokeng Tsa Taemane Municipality which is categorised as a category B municipality in terms of the Constitution of the Republic of South Africa, 1996 (Act 108 of 1996). The government of South Africa has promulgated legislation and official policies to assist managers in municipalities pertaining to their roles, functions and responsibilities towards municipal service delivery. Managers in the local sphere of government are compelled to implement the legislative directives in order to improve the effectiveness and efficiency of municipal service delivery and to fulfil their mandate. This study furthermore investigates the institutional capacity in the Nokeng Tsa Taemane Municipality as well as its influence on municipal service delivery. The institutional capacity of a municipality should support managers in the exercising of their duties. It investigates the ability of the necessary resources, systems, procedures and managerial tools at the municipality in order to determine whether it could provide adequate support to managers. It became evident that the majority of systems and procedures at the municipality are not in place or not used to its fullest potential, which reflects on the substantial lack of institutional capacity. Not only are inadequate human resources a restricting factor to municipal service delivery, but financial impediments are the single most important obstacle to the delivery of municipal services of quality. The government of South Africa has furthermore committed itself to the improvement of the skills levels of public officials and to establish a culture of learning in the public service. For these purposes legislation and policies pertaining to skills development and training have also been promulgated. This study outlines the various legislative requirements pertaining to skills development and training, and furthermore make recommendations in this regard. It became evident that managers of the Nokeng Tsa Taemane Municipality, especially on middle management level do not possess the required skills and competencies to provide quality municipal services to inhabitants. It is therefore recommended that municipalities should make use of training opportunities for senior and middle managers to improve the skills levels of managers. The Nokeng Tsa Taemane Municipality should in conclusion make it a priority to improve not only its managerial skills, but also the institutional capacity of the municipality. It is imperative for the municipality to increase its revenue-base as a means to improve the financial situation of the municipality which could result in the eventual improvement of municipal service delivery.Item Open Access Management by objectives as a management tool in the public sector(1999-05) Moroka, Mpho Grace; Van Straaten, F. P.Abstract not availableItem Open Access The role of the human resource component in public sector reform and service delivery in Eritrea: lessons from South Africa(University of the Free State, 2003-08) Tsadu, Tsegai Ghebreyohannes; Sindane, A. M.Item Open Access The necessity of financial priority determination to meet the changing needs for goods and services in the public sector(University of the Free State, 1999-06) Henama, Bukelwa Lorraine; Van Straaten, F. P.The legislature of the Republic of South Africa is elected on the basis that it will deliver certain goods and services to the electorate. Financial priority determination ensures that resource allocations are directed towards achieving the results that the government promised the electorate. Through priority determination, state funds are directed according to policy priorities Financial priority determination has been found to be the most difficult part of financial planning and management because it warrants certain expertise from the public officials which this paper addresses in the form of required steps and phases to determine financial priorities. Without the understanding of the phases and steps, priority determination becomes impossible as they determine the criteria used to make decisions. As a result of the changing and increasing needs of the population, the Republic of South Africa experiences severe budget constraints which create the incentive for financial prioritisation, and this forces the departments to evaluate whether their existing policy objectives are still valid, how they have changed and what effect the policy objectives have on programmes. The constraints of the macro-economic policy framework with increasingly lowered deficit targets have also increased the need for prioritisation. It is imperative to consider all the factors that have a bearing on financial priority determination, such as the general environment in which financial priority determination is done; factors that determine the state of community life; needs and expectations of population; policies of the political parties; and research and experiences of public officials. When such factors are taken into account, the process of financial priority determination becomes fair and right. The impact of financial priority determination on the ROP is important because the public sector strives towards reaching the priorities of the ROP. It has been important to reflect on the basic principles and the key programmes of the ROP from which sustainable development has been identified as the ROP priority. Measures have been identified to ensure meeting of sustainable development as an identified ROP priority. Through these measures, sustainable development would be attained. and expected results. This paper points out that in the face of limited resources and the massive demand for public goods and services, it is inevitable that the government cannot hope to meet all the aspirations of the electorate. Instead the government has to choose which sectors must be emphasised in the allocation of resources, indicate from which sectors resources should be withdrawn and redeployed and the order in which these things should be done. This process of choosing which sectors must be emphasised is called financial priority determination. The government policies and strategies to ensure meeting of identified financial priorities in the public sector are tools and instruments through which the public officials could ensure implementation of financial priorities. South Africa is characterised by severe inequalities and poverty of the majority of its inhabitants. Sustainable development is the means through which the society will be relieved of severe poverty although it would be difficult to bridge the inequality gap. Reference has been made to the challenge of economic growth and development facing the Free State Provincial Government to show how this province plans on ensuring economic growth and development. Public officials implement the policy priorities of the government and they have to be guided by basic values and principles to meet the goals of the government. These basic values and principles become the expectations from the public officials in their endeavour to determine financial priorities and in the process of implementing the priorities. This document spells out how financial priority determination is linked with the delivery of public goods and services. If allocation and use of resources is done in an ad hoc manner, without priority determination that could lead to poor public sector performance and the needs of the public would remain unsatisfied. It can be summarised by saying that financial priority determination allows for more effective use of limited resources.Item Open Access An analysis of the management framework for development in the South African public sector(University of the Free State, 2001-11) Minnaar, Francois; Bekker, J. C. O.Development must be contextually understood. Not all persons will react similarly to circumstances in their environment. Their behaviour in certain situations will be determined by a wide variety of factors, including their upbringing, their cultural framework within which they reason and function, for example. Similarly government will react within the contextual framework composed of its predominant ideological perspective, its understanding of history, its perception of the dominant viewpoint regarding the matter in society, and so forth. South Africa's economic limitations have placed serious constrains on the country's ability to formulate and implement sustainable development policies. One of the extremely negative side-effects of this reality was the continuous cash flow problems experienced by various Provincial and National authorities in the country, where the National Government was eventually required to bail them out in terms of Section 100 of the Constitution of the Republic of South Africa, 1996. The implications of this were that these authorities surrendered their autonomy in terms of the Constitution to the central government. South Africa is a "developing" country, which made it a bit more 'unequal amongst equals' in the global economic structure. In this regard it is essential for the country to take cognisance of the reality of the global village in which it find itself; characterised by the domination of a single remaining superpower, a declining ability of the physical environment to sustain life and a rapidly changing world-order. Limited economic resources to facilitate development caused various socioeconomic problems in the country. Amongst these are the enormous gap between the rich and the poor in the country. This reality is threatening to explode and plunge the country in anarchy. A declining infrastructure is further eroding South Africa's ability to construct meaningful economic growth. A decrease in the role and function of religion and churches in the country has gradually eroded the moral fiber of society. The result is a South African reality characterized by a staggering crime rate and the transformation of the normative foundation to guide management activity in the South African public service. Other characteristics of the South African environment are persistent racial divisions, inequality and staggering unemployment. The question that might be asked is how responsive the political set-up in South Africa is to the fostering of effective management of development. The answer to this issue can be formulated by evaluating the South African government's response to the environmental challenges in the country. A very positive aspect in the political set-up of the South African society, that undoubtedly foster improvement in the quality of life of ordinary South Africans, is the massive increase in the levels of public participation in the decision - and policy-making processes of the country. Contemporary involvement of the community by means of continuous and extensive road shows and open meetings with the community is a massive improvement on the traditional involvement in the form of party-political meeting during election campaigns and a formal speech at the opening (or launch) of one or the other project. Aggressive union activity, and the concept of rolling mass action have also fostered a culture of participation. However, on the negative side it is worth mentioning that a growing feeling of apathy can be detected, especially amongst the youth, and that the level of active participation in the political process is relatively low, and ever declining. The euphoria of the freedom struggle, and eventual victory over the oppressor have come and gone, in spite of active attempts on the side of the government to keep these feelings and emotions alive (mostly for party-political gain). These feelings have been replaced with despair in the face of ongoing unemployment and poverty. The structural management capacity of the public sector to realise ambitious development progress has improved - although a move away from bureaucratic management structures will surely benefit this ability. The introduction of a performance management framework, multi-year planning and improved accountability measures have strengthened the ability of the South African public sector to facilitate effective development management. However, aspects that will certainly impact negatively on the ability of the public sector to effectively management development initiatives are also numerous: o A serious lack of financial management competency and expertise. o The 'affirmative-action-at-all-cost' policy, where desperately needed expertise are often pro-actively chased away to make way for politically acceptable appointments. The same goes for indiscretional political appointments at high and senior organizational positions. These days just about all personnel-related matters in the public sector are based on 'representivity' - even personnel performance appraisals. If these kind of appraisals do not reflect the racial composition of a the staff component of a department, the process is stopped for further investigation. o Persistent racism - white public officials who, often unconsciously, still believe that black workers are inferior and their contribution less impressive. In some instances white public officials also hampers effective service delivery because they will still advantage whites at service delivery points. o However, and this point the government denies flat-out: Black-an-white discrimination is also thriving. Newly appointed black managers often have very deep anti-white feelings, and are barely able to hide these preferences. o Bureaucratic, organic organizational structures. Several of South Africa's service delivery agencies are still involved in a process of re-structuring seven years after the 1994 general election. More often than not this 'restructuring' refers to a state of structural mess - with meaningful service delivery a practical impossibility. Service delivery in South Africa has been enhanced by renewed emphasis on quality management and a drive towards increased transparency and accountability. The formal structural framework for service delivery was improved by introducing various Service Delivery Charters and the White Paper on Transformation of Public Service Delivery. However, the official service delivery agencies are neglecting to properly implement these initiatives. So, has South Africa managed to achieve sustainable development? There are two perceptions regarding the answer to this question. The one holds the view that, in spite of the sincere and honest efforts of government to take the plight of ordinary South Africans seriously during the policy-making process, is it still hard to conclude that the ideal of sustainable development has been realised in South Africa. A lot of houses have been built; the focus on clinical services has ensure that primary health care services are now more readily available to ordinary South Africans - yes; for example But, perhaps the most damaging reflection on the post-1994 government's performance in respect of development, come from the anti-apartheid veteran of so many years, Helen Suzman when she stated that while I, like others, am greatly relieved that South Africa is rid of all the heinous laws of the apartheid regime and immensely pleased at no longer being a citizen of a pariah country, my high hopes of a good performance by our new government have not been realised. "Government has failed to deliver on its promise of 'a better life for all.' True, I, as a privileged white, continue to live at the same high standard, but equally true, the standard of living of the majority of blacks have deteriorated." The proof of the pudding is in the eating. The ultimate test to determine whether or not development has realized, for the purposes of this study, was the question of whether or not there was an improvement in the quality of life of ordinary citizens. The other viewpoint is best expressed by The Economist of 24 February 2001 at the end of a series of articles which aim was to analyse the state of affairs in South Africa seven years after the 1994 general elections. The author concluded that, whatever its shortcomings today, (South Africa) is a far happier place than it used to be, and a far happier place than it might have been. In time, it may yet fulfil the promise of the Mandela years."Item Open Access Developing a model for successful implementation of affirmative action in the South African public service(University of the Free State, 1998-11) Sikakane, Buyiswa Hope; Bekker, J. C. O.English: During the apartheid era, the South African government introduced and enforced discriminatory policies giving unfair advantage to white people who enjoyed all the privileges. The 1994 national elections meant the demise of an authoritarian government and heralded a transformation process to a democratic, non-racial and non-sexist society where human rights are provided for in the constitution. The new government has introduced affirmative action in order to eliminate employment discrimination and to promote occupational advancement of disadvantaged groups, thus increasing their representativeness in managerial positions. Affirmative action is a topical subject in contemporary South Africa with some groups, especially those who are likely to benefit from the affirming process supporting it, while those who are likely to part with the privileges that they have enjoyed for decades, strenuously rejecting it. However, it has to be borne in mind that affirmative action is a process and not an event. In countries like the United States of America (USA) where affirmative action was first introduced many years ago, it is still not a success story. It needs careful planning and monitoring throughout its implementation in order to identify areas in the process that need to be adjusted or amended. Affirmative action should not be confused with retribution where white people are being punished for the privileges they enjoyed. It does not mean that white employees should be removed from their positions and be replaced by blacks as this may precipitate racial tension and bitterness. Affirmative action requires training and development of members from disadvantaged backgrounds, so that they are ready to move up the occupational ladder. They should take an active part in their own development. The culture of entitlement which plagues the minds of historically disadvantaged groups should be eradicated. They should not think that being beneficiaries of affirmative action entitles them to managerial positions without the necessary qualifications and skills. Each public organization should provide opportunities for training and development of disadvantaged groups, like study leave, financial assistance and on-the-job training. Academic institutions should adjust their curricula to suit the needs of public organizations. Commitment of top management, employees and unions is one of the important ingredients of affirmative action so that all stakeholders may cooperate in devising strategies for successful implementation of affirmative action programme. The culture and mindset of the workplace should change. There should be a change of perceptions and attitudes. It is necessary to depart from the racist belief that anything that is African is inferior. What is needed is appreciation and acceptance of the cultural differences among employees which can contribute towards the effectiveness and productivity of a public organization. The caliber of employees should be considered in order to avoid tokenism and lowering standards. Where the disadvantaged background has deprived some people with potential of certain qualifications and experience, employees who have been selected would be trained in order to unlock their potential. A public organization should, where possible, employ the services of an affirmative action officer or a senior manager who should be assigned the duties of an affirmative action officer. Such an officer should preferably be a member of disadvantaged groups who would command respect and credibility within an organization and be responsible for the day-to-day issues concerning affirmative action. He / she should work with an affirmative action steering committee which should consist of a cross-section of staff with equal representation from all stakeholders. Specific programmes should be developed to eliminate discrimination in all human resource activities like recruitment, selection, promotion, training and development and evaluation. There should be mechanisms to deal with grievances and disputes regarding alleged discrimination.Item Open Access Die stelsel van parlementêre beheer oor die skatkisrekening van die Republiek van Suid-Afrika(University of the Free State, 1963-02) Janse van Rensburg, Jacobus Hendrikus; Fourie, P. C.Afrikaans: Aangesien hierdie verhandeling slegs oor bepaalde aspekte van beheer oor staatsfinansies in die Republiek van Suid-Afrika gaan, is dit nodig om die studiegebied duidelik af te baken. Die Grondwet van die Republiek van Suid-Afrika (Wet Nr. 32 van 1961) stig die Gekonsolideerde Inkomstefonds en die Spoorweg- en Hawefonds. Behalwe hierdie Fondse stig die Wet ook In Provinsiale Inkomstefonds vir elkeen van die Provinsies. Alle staatsgeld behalwe dié wat die Spoorweg- en Hawefonds en die Provinsiale Inkomstefondse toekom, word in die Gekonsolideerde Inkomstefonds inbetaal. Gelde wat ten behoewe van die Administrasie van die Spoorweë en Hawens en die Provinsies ontvang word, word in die Spoorweg en Hawefonds en die Provinsiale Inkomstefondse onderskeidelik inbetaal. In hierdie verhandeling sal daar slegs ondersoek ingestel word na die stelsel waarvolgens die Parlement beheer uitoefen oor die besteding van die gelde wat in die Gekonsolideerde Inkomstefonds inbetaal word. Die inkomsteaspek van hierdie Fonds sal nie bespreek word nie en daar sal ook nie ingegaan word op die vraagstukke wat betrekking het op die Spoorweg- en Hawefonds en die Provinsiale Inkomstefondse nie. Hierbenewens val die maatskaplike en ekonomiese implikasies van staatsfinansies ook buite die bestek van die verhandeling aangesien hierdie vraagstukke van 'n gespesialiseerde aard is en nie direk betrekking op die tema van die verhandeling het nie. Die geld wat in die Gekonsolideerde Inkomstefonds inbetaal word, word deur middel van die Skatkisrekening aan die staatsdepartmente beskikbaar gestel. Hierdie Rekening is dus die spil waarom die Parlement se beheer oor die besteding van die betrokke gelde draai. Die voorskrifte en praktyke waarvolgens die Parlement sy beheer oor die gelde uitoefen, is die tema van hierdie verhandeling. Vir hierdie studie is daar hoofsaaklik gebruik gemaak van die gepubliseerde verslae van die Gekose Komitee oor Openbare Rekeninge, die Skatkis- en Ouditwet, 1956 en die Finansiële Regulasies. Hierbenewens is die standaardwerke oor die Engelse stelsel van die parlemenêre beheer oor staatsfinansies ook geraadpleeg. In Suid-Afrika is daar ongelukkig nog baie min oor die onderwerp geskryf. Daar is egter met vrug gebruik gemaak van V. A. Rogers se boek "The Constitutional Control of Public Finance in South Africa". Die hoofstukke van die verhandeling is soos volg ingedeel. Hoofstuk een is hoofsaaklik bedoel om agtergrondinligting te verskaf. Hierdie hoofstuk bevat 'n saaklike beskouing van die ontwikkeling van die stelsel van parlementêre beheer oor die staatsfinansies asook 'n uiteensetting van die konstitusionele bepalings wat op daardie beheer betrekking het. Hierbenewens word ook enkele aspekte van die finansiële administrasie kortliks bespreek. Die res van die hoofstukke is ingedeel ooreenkomstig die verskillende fases van die jaarlikse finansiële siklus. Die proses waarvolgens die Parlement beheer oor die Skatkisrekening uitoefen, is dus gebruik as grondslag vir die hoofstukindeling. Hoofstuk twee handel hoofsaaklik met die formulering, oorweging en goedkeuring vna die uitgawebegroting. Hoofstuk drie is in besonder gemoeid met die vraagstukke wat ontstaan in die uitvoering van die Begroting. In hoofstuk vier word aandag gesken aan die eerste stadium van die beheer wat die Parlement ex post facto oor die besteding van die geld uitoefen. Hierdie fase behels ondersoek en ouditering van die rekeninge deur die Kontroleur en Ouditeur-generaal en verslaggewing daaroor aan die Parlement. Hoofstuk vyf handel met die werksaamhede van die Gekose Komitee oor Openbare Rekeninge wat namens die Parlement ondersoek instel na die bevindinge van die Kontroleur en Ouditeur-generaal.Item Open Access Verdienstelikheidbepaling in die Suid-Afrikaanse staatsdiens met besondere verwysing na die tak oudit van die Provinsiale Administrasie van die Oranje-Vrystaat(University of the Free State, 1982) Loesch, Gustav; Reynolds, A. M.Item Open Access The effects of the restructuring of the Johannesburg City Council on emergency services(University of the Free State, 2004-11) Selepe, Mocheudi Martinus; Bauer, C.English: Municipal employees as well as the Unions see the restructuring of Local Government in South Africa as the main cause of unemployment while it is a process of making municipalities more efficient and effective. Restructuring is perhaps the first step towards improving service delivery, though it is not the only way to solve inefficiency and ineffectiveness within local government structures. This dissertation identifies the need to employ additional emergency personnel, describes the current situation and proposes further steps that the City of Johannesburg Emergency Management Services should take to resolve matters affecting effective delivery of services. The sample targeted for the assessment was 120 participants which was large enough to draw conclusions and make generalisations. The assessment was carried out at the following five Fire Stations, viz. Florida Park, Jabulani, Fairview, Sandton and Midrand. Primary use was made of interviews where open- ended questions gave participants enough opportunity to express themselves in an informal environment which proved to be very effective.Item Open Access Opleiding van voedseldienspersoneel by hospitale in die Oranje-Vrystaat(University of the Free State, 1979-03) Cronje, Hennie Lodewia Jacoba; Kotzé, H. J. N.Afrikaans: Die opleiding van personeel by enige instelling behoort hoog op die prioriteitslys van maatreëls vir die bevordering van doeltreffendheid te verskyn. Opleiding van personeel het nie slegs ten doel om funksionele bekwaamhede te verbreed nie, maar ook om die doelwite van die instelling op 'n effektiewe wyse na te streef. Alhoewel voor-indiensopleiding van groot belang is om in die behoefte aan kundige personeel te voorsien is indiensopleiding van ewe groot belang om die verkryging van groter vaardigheid te bevorder. Dit is nie altyd moontlik om deur formele opleidingsprogramme, wat by opvoedkundige instellings aangebied word, in die behoeftes aan geskoolde personeel van die private sowel as van die openbare instellings in alle opsigte te voldoen nie. Daarom is dit belangrik dat die vaardighede van personeel deur formele en informele indiensopleiding vergroot word. Tegnologiese ontwikkeling het meegebring dat voedseldiensadministrasie, (waarby die voorsiening, voorbereiding en bediening van voedsel ingesluit is) besig is om fundamentele veranderings te ondergaan. Hierdie toedrag van sake het onder andere meegebring dat die organisatoriese reëlings vir voedseldiensadministrasie veral by groter hospitale (hospitale met meer as 500 beddens), aanpassings moes ondergaan en dat in sommige opsigte geheel en al nuwe maatreëls vir voedseldiensadministrasie getref moes word. Die spesialiteitsaard van hospitaalvoedseldienste het daartoe gelei dat nuwe vereistes vir die opleiding van voedseldienspersoneel ontstaan het. Daar moes byvoorbeeld in meer as een opsig splinternuwe reëlings getref word vir die vaardigmaking van voedseldienspersoneel om die moderne instellings vir voedselbereiding vir die hospitale in Bloemfontein te beman. Die bediening van voedsel by sekere hospitale in Bloemfontein moes noodwendig ook gemoderniseer word. Daar sal in hierdie geskrif verduidelik word dat die voedseladministratsie in veral die groter hospitale, sodanig gemoderniseer is en nog steeds ontwikkel word, dat nuwe vereistes vir die opleiding van personeel gestel word. Daar sal ook beklemtoon word dat tydige stappe gedoen sal moet word om te verseker dat die verwagte verdere sofistikering van voedseldienslewering nie deur 'n gebrek aan vaardige personeel aan bande gelê word nie. Voorgaande dui op die noodsaaklikheid vir 'n beleid vir die opleiding en ontwikkeling van hospitaalvoedseldienspersoneel. Tegnologiese ontwikkeling op die onderhawige terrein vind voortdurend plaas en soos verwag kan word, sal die benutting van die resultate, wat met tegnologiese ontwikkeling behaal word, algaan nuwe en hoër vereistes aan die vaardighede van voedseldienspersoneel stel. Dit bring mee dat die voornoemde beleid ook van tyd tot tyd aangepas sal moet word. 'n Beleid vir die opleiding van personeel behoort sover as moontlik rekening te hou met die teoretiese grondslae wat met verloop van tyd ontwikkel en verfyn is. Hierdie grondslae of rigsnoere vir opleiding vind hoofsaaklik hul beslag in empiriese waarnemings wat oor jare in die praktyk gemaak is. 'n Bespreking van die opleiding en ontwikkeling van voedseldienspersoneel moet, in die lig van die voorgaande, rekening hou met die teoretiese grondslae. Laasgenoemde moet die verwysingsraamwerk voorsien waarbinne die institusionele reëlings vir opleiding en ontwikkeling van die betrokke personeel daargestel word.Item Open Access Challenges in the implementation of the performance management system in the ministry of social development in Lesotho(University of the Free State, 2015-12) Ramataboe, L. T.; Lues, L.Performance management system in an organisation helps top management to achieve strategic business objectives; furnishes valid and useful information for making administrative decisions about employees; informs employees about their performance and about the organisation’s and the supervisor’s expectations; allows managers to provide coaching to their employees; provides information to be used in workplace planning and allocation of human resources; and collects useful information that can be used for various purposes such as test development and human resource decisions. In the Lesotho context, PMS was introduced in the Public Service of Lesotho, the Ministry of Social Development (MSD) included, to enhance public officers’ performance. The aim of this research was to promote effective service delivery in the Ministry of Social Development in Lesotho through the implementation of the performance management system. The research envisaged to achieve the following four objectives; i) To provide an overview of the theoretical framework of performance management; ii) To document the existing legislative framework, policies and strategies supporting the implementation of the performance management system in the MSD; iii) To identify challenges that impede on the implementation of the performance management system in the Ministry of Social Development since 2000 to 2014 by means of empirical research; iv) To propose strategies to be employed by managers within the ministry’s departments to improve the implementation of the performance management system. A quantitative methodology was used to collect data from the respondents in the Ministry of Social Development. The research established that several legislative directives and policies were introduced to support the implementation of the PMS across all government ministries, departments and agencies, including the MSD. However, challenges pertaining to the implementation of the PMS in the MSD seem eminent. The research discovered that challenges in the implementation of the PMS revolved around: a) lack of training on performance management i.e. lack of orientation on PM, monitoring and evaluation, laws and policies supporting the implementation of the PMS; b) poor communication in performance planning, reviews, feedback and M&E of performance; and c) management involvement in the implementation of the PMS. The research proposed that MSD should train staff on PM, policies and legislative framework supporting the PMS implementation. The research also recommended strengthening of communication channels through development of a communication strategy. It deems imperative that MSD should show the courage to investigate the incorporation of innovative principles in the management of the PMS in future.Item Open Access Teorie en praktyk van deursigtigheid in die openbare sektor(University of the Free State, 2006-11) Pretorius, Marlize Carine; Van Straaten, F. P.; Kroukamp, H. J.English: The principles of accountability and transparency serve as important building blocks for a democracy that wants to enhance sound and efficient governance. The South African government experiences increased allegations of insufficient public accountability, corruption and maladministration against them and therefore it is essential to pay in-depth attention to the role of public transparency in the enhancement of sound democratic governance. Transparency is not merely an aim in itself, but serves as a means to reach the planned government objectives and to make effective and efficient participation of all role-players possible. Open and transparent governance refer to, amongst other, access to information, participation in public decision-making and the freedom of the media. An excellent relationship of trust between the public sector and the public should continuously be developed and maintained. This makes it essential to keep the public well-informed about the management of national and regional public institutions, how well they perform, the money spent by them to reach the approved public objectives and how control is exercised to ensure successful implementation of the approved government programmes. Correct and sufficient information must be available to the citizens to enable them to determine the quality of public goods- and service delivery and to therefore contribute to improved service delivery by the public sector. A public institution can be viewed as transparent when it can deliver information to various roleplayers and/or stakeholders, as prescribed by different Acts, for example the Promotion of Access to Information Act, 2000 (Act 2 of 2000). By being transparent, a public institution confirms its respect towards the country’s Acts; justifies its mere existence; confirms its willingness to follow the strategies of the government-of-the-day and to strive towards the improvement of the public welfare. Public accountability in a democratic government means that the political officebearers and public officials must account to the taxpayers for the collection and spending of public money. Public accountability therefore forms a central theme in the theory and practice of public transparency and the basis for sound public administration, as the taxpayer has a right to know how public money has been collected and spent. The South African government must implement well-planned programmes and projects to fight corruption in their strive towards the establishment of transparent, corruption-free and responsible governance. It is essential that the government-of-the-day itself fight corruption by adhering to a policy of zero tolerance towards corrupt officials, irrespective of who the individual is, and to involve the media as a partner that can publish information about corrupt practices in order for the public to be well-informed. Ethics and transparency are closely related. Ethical behaviour can lead to greater transparency in the activities of public officials. In a democratic government there is no place for keeping secrets and for confidentiality when it comes to activities which are financed with public money. Not always serving the public’s interest, but rather its own, is unfortunately part of human nature. It is therefore essential to develop and implement control mechanisms, for example auditing and reporting techniques, which will contribute to public officials adhering to the requirements of transparency and openness. It is the duty and responsibility of all public institutions (political and administrative) to continuously exercise their actions in a transparent and open manner. Transparency is the so-called oxygen of politics and the public life. In the Republic of South Africa it is important to ensure transparent governance to establish equal and effective goods- and service delivery to the citizens; to establish excellent accountability and the involvement of citizens in public decision-making; to improve a legitimate government-of-the-day; to improve the policy formulation and implementation processes; to increase international investments and lastly to decrease the rate of corruption in the country.