ABSTRACT
The primary objective of this study was to evaluate recruitment policies and practices in the DPSA to determine challenges with the recruitment of competent and qualified candidates, since it is the custodian of human resources in the public service.
Findings of this study revealed that if the DPSA’s well-crafted recruitment and selection policies were to be translated into practice, then the public service would be the employer of choice. This process could be hampered by the decisions taken by shortlisting and selection panels, which are reluctant to appoint candidates who are better qualified than them.
The DPSA should create an enabling environment in which communication between management and non-management freely takes place without people being victimised. The findings of the study pointed to the necessity to invoke remedial measures and monitoring mechanisms that would ensure the effective execution of recruitment and selection policies and practices in the public service.
TABLE OF CONTENTS PAGES
CHAPTER 1: GENERAL INTRODUCTION 1
- Introduction 1
- Research objectives 5
CHAPTER 2: THEORIES OF RECRUITMENT AND SELECTION 18
- Introduction 18
- Recruitment process 27
- Approval of human resources budget and level of appointment 28
- Consulting the recruitment policy and procedures 29
- Recruitment process 27
CHAPTER 3: RESEARCH METHODOLOGY 39
- Introduction 39
- Limitations of the study 43
CHAPTER 4: ANALYSIS AND INTERPRETATION 46
- Introduction 46
- Organisational structure of the Department of Public
Service and Administration 46
- Recruitment process in the Department of Public
Service and Administration 49
- Selection process in the Department of Public
Service and Administration 62
CHAPTER 5: FINDINGS, CONCLUSIONS AND RECOMMENDATIONS 85
LIST OF TABLES AND FIGURES PAGES
Table
4.1 Department of Public Service and Administration sample size table 48 Figures
- Structure of the Department of Public Service and Administration 47
- Role of Human resource department in recruitment and selection 50
- Capacity of Human resource department to discharge its functions 51
- Internal policies on recruitment and selection of the Human
resource department 51
- Adherence of the Department of Public Service and
Administration to internal recruitment and selection policies 52
- Fairness and transparency 53
- Human resource planning 55
- Consideration to skills and competencies before a post is
advertised 56
- Advertising to include inherent requirements of the post 57
- External recruitment 58
- Internal recruitment 59
- Employment equity 60
- Drafting of advertisements 61
- Consideration of formal qualifications when selecting candidates 63
- Precedence of experience over qualifications 64
- Reference and qualification checks 65
- Competency and qualifications 67
- Recommendation of candidates better qualified than selection
panel members 68
- Reporting irregularities 69
- Reporting cases of irregularity to management 70
- Management takes disciplinary action 71
- Involvement of relevant managers in the selection process 72
- Department of Public Service and Administration fulfilling
mandate to develop and implement Human resource policy 73
- Commitment of Department of Public Service and
Administration to develop and assist other governments 74
- Capacity of Department of Public Service and Administration
to discharge its functions effectively 75
- Short listing of applicants for interviews 76
- Recommendations of selection panel 77
- Producing original certificates during interviews 78
- Verification of qualifications 79
- Reference checks during interviews 80
- Selection process fair and acceptable 81
- Employment equity in short listing 82
ANNEXURES
- Questionnaire
- Department of Public Service and Administration staff profile table
- Letter of Permission to conduct research at the department of Public Service and Administration
CHAPTER 1 GENERAL INTRODUCTION
INTRODUCTION
All public institutions need people to enable them to achieve institutional goals and objectives and the means to this is recruitment. Therefore recruitment can be regarded as central to the state’s capacity to deliver on its mandate, which is to deliver services to the people of the Republic of South Africa. In the absence of effective recruitment policies and practices the state is likely to fail to deliver quality service, especially to the poor. It is the intention of this study to evaluate the recruitment policies and practices on the selection of most qualified and competent candidates in the Department of Public Service and Administration (DPSA).
This chapter provides the background to and motivation for the study. The problem statement, research questions and research objectives and the significance of the study are also provided. A conceptual analysis of key concepts used is also provided in this study. Data collection methods, the sampling method, data analysis and interpretation methods are also provided. This study also includes a discussion of the limitations of the study. This chapter concludes with a sequence of chapters to the study.
BACKGROUND TO AND MOTIVATION FOR THE STUDY
According to Van der Waldt (2004:68) the public service was predominantly managed and controlled by white males after the democratic dispensation in 1994. It is only in the last eight years that the workplace is reflecting the demographics of the South African population.
The researcher was prompted to undertake this research on the grounds of recent research conducted by the Public Service Commission in which it was
revealed that there are serious problems with regard to recruitment of employees in the DPSA and other government departments.
Since its establishment in 1996 in terms of the Public Service Act 103 of 1994, the DPSA has been mandated by government to provide policy making support through the establishment of norms and standards for human resource (HR) management and development, conditions of service and labour relations among other functions. The mandate of the DPSA has evolved over the years to incorporate support to national government departments and provinces in terms of development and implementation of HR policy which includes recruitment and selection (Republic of South Africa 2007:70). As this has placed the DPSA at the centre of HR policy, it is selected for this study (Republic of South Africa 2007:63).
A study conducted by the Public Service Commission pointed out the causes of some of the problems that have manifested themselves in the form of appointees that fail to perform against the requirements of the job (Republic of South Africa 2007:73). Contrary to the view that nepotism is the root of the problem, as incompetent persons are appointed over more deserving ones, it was found that most departments lack policies and procedures on recruitment and selection. A lack of such policies result in flawed recruitment and selection processes of staff, and difficulties in recruiting women and people with disabilities (Republic of South Africa 2007:73-74).
According to studies conducted by Lawrence (2006:40), apart from procedural aspects, there are however substantive issues which merit attention, for example appointing the most qualified and competent candidate in the most appropriate position. If the above doesn’t happen, it poses serious challenges because the standards that are set often prove to be inappropriate. As reports of political office bearers sometimes deviate from the recommendations of the selection panel without fully recording reasons for such deviations, is a reason for concern, as it may be viewed as undue interference. There are suggestions that the Department of Public Service and Administration needs to provide clear guidelines concerning staff retention.
Studies conducted by Shandu (2006:53) regarding recruitment and selection malpractices have also revealed the lack of detailed departmental policies and procedures to inform the objective, fair, equitable and responsible application of recruitment practices. National departments also fail to thoroughly consider what skills, competencies and traits are required of candidates for vacant posts before advertising these. As a result there is a failure to structure recruitment and selection in accordance with this criterion.
Shandu (2006:50) suggests that pitfalls experienced by departments regarding recruitment and selection will continue as long as there are no clear policies on recruitment and selection. Monitoring and evaluation of these policies and procedures is critical for tracking the process and ensuring that problems can be identified and addressed timeously. This study also reveals that despite the existence of clear legislative requirements regarding recruitment, departments fail to adhere to them or to put in place internal policies. As recruitment and selection play a central role in ensuring the best skills are present in the public service, flawed appointment processes can undermine the development goals as well as slow down the transformation process.
Stavrou (2004:63) argues that to achieve its full potential the Public Service must improve its ability to recruit and select staff more effectively. This means that both HR sections in departments and managers themselves must enhance their skills in performing this crucial function. A need exists to improve the HR capacity of managers so that they are able to maximise the human potential in their charge and thus get more positive results from their staff. Recruitment of the best qualified and competent candidates should at all times be the goal.
Another challenge that warrants attention is the need to improve the capacity of the HR sections. There has been a tendency for such sections to be generalists, yet the field of HR has become more sophisticated and complex, which requires levels of specialisation (Tlhabanelo 2003:40). It is important for capacity to be dealt with and to receive the attention it deserves. If the HR
section can provide insightful support to line managers, rather than only ensuring the adherence to prescripts, HR would be taken more seriously (Tlhabanelo 2003:40).
