Evaluating the effect of the rationalisation of posts on service delivery- the case of the department of Sport, Recreation, Arts & culture (DSRAC), head office, EC.
No Thumbnail Available
Date
2010
Authors
Journal Title
Journal ISSN
Volume Title
Publisher
University of Fort Hare
Abstract
When the democratic government ultimately ushered in 1994, South Africa had fragmented administrations. Those administrations were governed by different acts. It was imperative that as one country, South Africa had to have an integrated public service. The public service had to be rationalised.
Rationalisation of the public service was mandated by the interim Constitution of the Republic. Its objective was to have one central public service governed by one act with the same working conditions. Prior to rationalisation, South Africa was served by fifteen discrete administrations.
Like any new project, rationalisation of government departments was to have its negative and positive impact on service delivery. The long term objective of rationalisation is to have an integrated public service with the same working conditions as well as promote efficiency in the public service. The study concentrated on the impact of rationalisation of posts at the Department of Sport, Recreation, Arts and Culture during the period 2000 -2004.
The new Constitution envisaged a single public service deployed between a central administration and nine new provincial administrations with the continuance in service of all public servants in the employ of all former governments on the day preceding the implementation of the new Constitution, and with the retention of certain terms and conditions of service guaranteed. The challenges facing the government ranged from uncertainty of the serving public servants about security of their jobs and prospects in the new public service to the admission of those people who had in the past been excluded from joining the public service. The government had to reconcile the fears, anxieties, hopes and expectations of a huge number of people who would place a huge demand on the staffing process. This arrangement affected the DSRAC and other departments as well.
The process of rationalisation had to be implemented within a credible period of time. Speed for the completion of the process was of essence to avert any disruption of service delivery. Given the above explanation, the project of rationalisation was a massive undertaking.
When the democratic government ultimately ushered in 1994, South Africa had fragmented administrations. Those administrations were governed by different acts. It was imperative that as one country, South Africa had to have an integrated public service. The public service had to be rationalised.
Rationalisation of the public service was mandated by the interim Constitution of the Republic. Its objective was to have one central public service governed by one act with the same working conditions. Prior to rationalisation, South Africa was served by fifteen discrete administrations.
Like any new project, rationalisation of government departments was to have its negative and positive impact on service delivery. The long term objective of rationalisation is to have an integrated public service with the same working conditions as well as promote efficiency in the public service. The study concentrated on the impact of rationalisation of posts at the Department of Sport, Recreation, Arts and Culture during the period 2000 -2004.
The new Constitution envisaged a single public service deployed between a central administration and nine new provincial administrations with the continuance in service of all public servants in the employ of all former governments on the day preceding the implementation of the new Constitution, and with the retention of certain terms and conditions of service guaranteed. The challenges facing the government ranged from uncertainty of the serving public servants about security of their jobs and prospects in the new public service to the admission of those people who had in the past been excluded from joining the public service. The government had to reconcile the fears, anxieties, hopes and expectations of a huge number of people who would place a huge demand on the staffing process. This arrangement affected the DSRAC and other departments as well.
The process of rationalisation had to be implemented within a credible period of time. Speed for the completion of the process was of essence to avert any disruption of service delivery. Given the above explanation, the project of rationalisation was a massive undertaking.