Challenges to the implementation of business process re-engineering of the recruitment process in the Ministry of Fisheries and Marine Resources, Namibia

Swartz, Elizabeth Maraizia Joan (2018-03)

Thesis (MPA)--Stellenbosch University, 2018.

Thesis

ENGLISH SUMMARY : The purpose of the study was to evaluate the implementation of the recruitment process in the Ministry of Fisheries and Marine Resources (MFMR) after business process re-engineering (BPR). The recruitment process was re-engineered due to the sluggish pace at which recruitment was taking place in the Namibian public service. The study aimed to explore literature on BPR; analyse the legal and regulatory framework within which BPR is applied; describe the application of BPR in the Namibian case study; identify an appropriate research design and methodology to evaluate BPR in the Namibian case; evaluate BPR in the particular case with a view to identifying challenges to and opportunities for implementation; and to consolidate research findings and make recommendations for BPR implementation at the MFMR and other Offices/Ministries and Agencies (OMAs). The researcher used qualitative evaluation implementation design with data being collected through face-to-face interviews with a small selection of stakeholders from the MFMR, the Office of the Prime Minister (OPM) and Fever Tree Consultancy (FTC), as well as document analysis of recruitment at the MFMR. According to the recruitment policy, the OMAs require 87 days for filling management positions and 57 days for non-management positions after re-engineering. The study found that only two of the MFMR’s recruitment for 29 positions were filled within the prescribed timeframe, with the longest taking between five and 771 days beyond the time frame. Among the reasons cited as challenges in the implementation of the recruitment process was the lack of training and education of MFMR staff regarding the re-engineered process; lack of stakeholder involvement in the stages of re-engineering, such as selection, redesign and prioritization; and poor management of change. In addition, the MFMR could not recruit timeously as funding for recruitment was insufficient and office space for new recruits sometimes was inadequate. The major recommendations are related to the reviewing of the current framework, which was developed and successfully implemented for the issuing of national documents for one ministry, whilst implementation of the recruitment process involved.

AFRIKAANSE OPSOMMING : Die doel van die studie was om die implementering van die werwingsproses in die Ministerie van Visserye en Mariene Hulpbronne (MFMR) ná die herontwerp van die besigheidsproses (BPR) te evalueer. Die werwingsproses is herstruktureer weens die lae tempo waarteen werwing in die Namibiese staatsdiens plaasgevind het. Die studie was daarop gemik om literatuur oor BPR te ondersoek die wetlike en regulatoriese raamwerk waarbinne BPR toegepas word, te ontleed; die toepassing van BPR in die Namibiese gevallestudie te beskryf; 'n toepaslike navorsingsontwerp en metodologie te identifiseer om BPR in die Namibiese geval te evalueer; BPR in die spesifieke geval met die oog daarop om uitdagings en geleenthede vir implementering te identifiseer; om navorsingsbevindinge te konsolideer en aanbevelings vir BPR-implementering by die MFMR en ander Kantore / Ministeries en Agentskappe (OMA's) aan die hand te doen. Die navorser het kwalitatiewe evalueringsimplementeringsontwerp gebruik, met data wat vanaf 'n klein verskeidenheid belanghebbendes uit die MFMR, die Kantoor van die Eerste Minister (OPM) en Fever Tree Consultancy (FTC) deur middel van aangesig-tot-aangesig-onderhoude verkry is, asook met ontleding van dokumentasie betreffende werwing by die MFMR. Volgens die werwingsbeleid benodig die OMA's ná die herontwerp 87 dae om bestuursposisies te vul en 57 dae vir nie-bestuursposte. Die ondersoek het getoon dat slegs twee poste van MFMR se werwing vir 29 posisies binne die vasgestelde tydraamwerk gevul was; die langste periode vir die vul van 'n pos was vyf- 771 dae buite die tydraamwerk. Onder die redes wat as uitdagings in die uitvoering van die werwingsproses aangevoer is, was ‘n gebrek aan opleiding en onderrig by MFMR-personeel rakende die herontwerpte proses; 'n gebrek aan betrokkenheid van belanghebbendes in die stadiums van herstrukturering, soos by seleksie, herontwerp en prioritisering; en swak bestuur van verandering. Daarbenewens kon die MFMR nie betyds werf nie, aangesien befondsing vir werwing onvoldoende was en kantoorruimte vir nuwe rekrute soms ook onvoldoende was. Die belangrikste aanbevelings is verwant aan die hersiening van die huidige raamwerk wat ontwikkel en suksesvol geïmplementeer is vir die uitreiking van nasionale dokumente vir 'n ministerie terwyl die implementering van die werwingsproses voortgaan.

Please refer to this item in SUNScholar by using the following persistent URL: http://hdl.handle.net/10019.1/103566
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