The Impact of Organisational Restructuring at a National Department.
Simphiwe Chabalala1, Izimangaliso Malatjie2
1Department of Water and Sanitation, South Africa; 2University of Johannesburg, South Africa
Problem Statement and Purpose
Market changes, technological advancements, socio-political factors, new mandates, and increased competition create pressure that compels organisations to embark on restructuring exercises. Restructuring affects all organisations, including the public sector. Organisational restructuring has become a major part of work life, bringing with it disorder and upheaval, which, in turn, affects the organisational culture and values, as well as personal employee attitudes. The purpose of the study was to examine in what ways employees, particularly directors in the Department of Water and Sanitation (DWS) are impacted by organisational restructuring and factors associated with the implementation of change projects in public organisations. The paper aims to contribute to the knowledge base of organisational restructuring initiatives in the public sector.
Methodology
This paper applied a mixed methods approach, using an online, semi-structured questionnaire administered to directors at a national department. Statistical data was collected as well as subjective data using a questionnaire with closed- and open-ended questions. Furthermore, a comparative analysis of the three variables; planning, implementing, and sustaining stages of restructuring was conducted using Lewin’s 3-Step Model as well as Kotter’s 8-Step Model.
Findings
The study population cited that the restructuring process affected them negatively in both the technical and administrative aspects of their work. None of the directors were involved in planning; however, they were expected to implement and ensure sustainability of the new organisational structure. The challenges experienced by directors at DWS include; delays in filling of posts, lack of communication, employee resistance, limited human and financial resources, limited time, and an increased workload. The study was conducted with a restricted number of participants and did not assess the impact of organisational culture in the public sector as a whole.
Proposals
Based on the findings, it is recommended that employees are considered and accommodated during planning, implementing, and sustaining phases of restructuring. It was also found that increased communication with employees, providing assistance to managers as well as training employees aids in mitigating the negative effects of change.
References
Jones, R. L. 2010. Restructuring public organisations in response to global economic and financial stress. International Public Management Review, 11(1): 1-14 [Online]. Available from: http://www.ipmr.net/
Kotter, J.P. 2008. Sense of urgency. Incite inspired action. Leadership Excellence, 25(3):10.
Lewin, K. 1947. Field Theory in Social Science. New York: Harper & Collins.
Malatjie, I. 2019. The impact of organisational change on employee job satisfaction at the National School of Government. Africa Journal of Public Sector Development and Governance, 2(1): 84-99.
Enhancing Strategic Alignment of HRM in the Public Service: A Case Study on the Public Service Commission of South Africa
Mary S. MANGAI1, Andy Mathebula2
1University of Pretoria, South Africa; 2Public Service Commission, South Africa
Problem Statement and Purpose
Strategic human resource management (HRM) is critical for achieving superior organizational performance and effective service delivery within the public service (Boon, Lepak, & Boselie; 2018). Unfortunately, HRM in the public sector often remains confined to administrative functions and does not effectively contribute to strategic goals, thus failing to optimize service delivery and operational efficiency (Chong, Ngolob, and Palaoag, 2020; Van der Westhuizen, 2021). This study addresses the strategic misalignment of HRM within the Public Service Commission (PSC) of South Africa, which has been identified as a significant impediment to achieving organizational objectives. Specifically, the research examines the extent to which HRM is integrated into the strategic framework of the PSC and its impact on the overall effectiveness of the organization. The purpose of this study is to explore the strategic position and role of HRM within the PSC, identifying key challenges and proposing solutions to enhance its strategic alignment and contribution to the commission's service excellence.
Methodology
This research employs a case study design, concentrating on the Public Service Commission to delve into its HRM practices and strategic alignment. Data were collected using semi-structured interviews with HR professionals and senior managers within the PSC, providing a comprehensive view of the HRM function. Thematic analysis facilitated the extraction and examination of data, enabling a detailed understanding of the strategic and operational dynamics of HRM in the commission.
Findings
The study uncovered several challenges within the HRM function at the PSC, including a lack of strategic integration, inconsistent application of HR practices, and insufficient capabilities to execute its strategic role effectively. It was evident that while there is a theoretical recognition of the importance of strategic HRM, practical implementation is lacking. This disconnect undermines the potential of HRM to support and enhance public service delivery effectively.
Proposals
The dissertation advocates for a strategic repositioning of the HRM function within the PSC to better align with the commission's strategic objectives. Recommendations include formulating a robust HR strategy that is coherent with the overall organizational goals, enhancing HR capacities to support strategic initiatives, and standardizing HR practices across the commission to ensure uniformity and effectiveness. These steps aim to transform HRM from a predominantly administrative function to a strategic partner within the organization.
References
Boon, C., Eckardt, R., Lepak, D.P. & Boselie, P. 2018. Integrating strategic human capital and strategic human resource management. International Journal of Human Resource Management, 29(1): 34-67.
Chong, L., Ngolob, R.A. & Palaoag, T.D. 2020. Human resource management (HRM) practices. Journal of Advanced Management Science, 8(4): 121-125.
Van der Westhuizen, E.J. 2021. Human resource management in government: A South African perspective on theories, politics and processes. Second Edition. Cape Town: Juta.
Increased administrative burdens on grassroots cadres in digital government reform: Evidence from rural China
Hao HU
Chongqing Academy of Governance, China, People's Republic of
Problem Statement and Purpose
Under the backdrop of Digital China and Rural Revitalization, China has recently introduced a Digital Village strategy in rural areas. An essential component of this strategy involves utilizing digital government technologies to enhance rural grassroots governance. This includes implementing initiatives such as Internet government services, online village management, Internet self-governance, grassroots information governance, intelligent emergency management, etc.
One of the primary objectives of these measures is to improve administrative efficiency and reduce administrative burdens at the grassroots level. Nevertheless, this study has found that the administrative burdens on grassroots cadres (including grassroots civil servants and village leaders) have increased during the process. The increasing burden has hindered their willingness to adopt and utilize digital government technologies, consequently impeding the progress of digital governance at the grassroots level.
This study aims to investigate the types of new digital burdens encountered by grassroots cadres, identify the underlying causes, analyze the challenges new technologies bring to human resource management in the public sector, and offer policy proposals accordingly. The results of this study are informative for numerous developing countries currently undergoing extensive digital government reforms.
Methodology
This study employs a case study approach. Between 2021 and 2023, the author conducted interviews with Rural Work Teams, grassroots civil servants, village leaders, and rural inhabitants from 16 villages in Chongqing, Fujian, and Jiangxi provinces, China.
Along with in-depth interviews and grounded theory, this study utilizes the theories of Public Service Motivation and Administrative Burden to provide a detailed analysis of the digital burdens experienced by grassroots cadres due to digital government reforms in rural China. It categorizes these burdens and thoroughly examines their sources and causes.
Findings
Compared to traditional governance systems, digital government reform imposes three dimensions of digital burdens on rural grassroots cadres.
Top-down burdens: Digital technologies have intensified top-down supervision, assessment, and accountability, leading to Digital Formalism or Smart Bureaucratism within the government.
Bottom-up burdens: Digital technologies have disrupted the discourse and information advantage of grassroots cadres over the rural public, which means they face tremendous pressure from online societal responsiveness and public participation.
Self burdens: Digital technologies have exacerbated rural governance fragmentation, increasing the invisible workload of grassroots cadres. Meanwhile, the cost of learning has become an additional administrative burden for them.
Proposals
This study argues that enhancing human resource management within the context of digital government is essential to alleviate grassroots cadres' digital burdens, especially in developing and less-developed rural areas.
The first step is to improve the digital quality of grassroots cadres, including their digital mindset and skills, so that they can adapt to the digital governance environment. The second is reinforcing their digital leadership to improve administrative capacity and efficiency in the grassroots public sector. Ultimately, it is imperative to strengthen their digital competency to improve societal responsiveness and meet social demands.
References
[1] Madsen C Ø, Lindgren I, Melin U. The accidental caseworker–How digital self-service influences citizens' administrative burden[J]. Government Information Quarterly, 2022, 39(1): 101653.
[2] Herd P, DeLeire T, Harvey H, et al. Shifting administrative burden to the state: The case of medicaid take‐up[J]. Public Administration Review, 2013, 73(s1): S69-S81.
[3] Linos K, Carlson M, Jakli L, et al. How do disadvantaged groups seek information about public services? A randomized controlled trial of communication technologies[J]. Public Administration Review, 2022, 82(4): 708-720.
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