Exploring the need and use for management coaching to develop senior management competencies within the Provincial Government Western Cape
Thesis (MPhil)--Stellenbosch University, 2012.
When the new South African Government was elected to power in 1994 it had a special mandate to provide appropriate services to all the people of the country. This was, still is and will continue to be a massive responsibility of government and one that requires total commitment by people at all levels of government. However, the negative effects of the legacy of the past apartheid education and training system cannot be over emphasised in this regard. The need for redress and re-skilling of public servants as a result of the changing and ever-increasing demands for quality service delivery puts a lot of emphasis on further development and underscores and further supports the issue of lifelong learning in the Public Service. However, far more complex are the people leadership and shifts in management mind-set that must happen. Yet, unless people in the government sector change how they think and work, service delivery outcomes will fall short of what the poorest and most vulnerable citizens need. The legislative frameworks seek to transform a culture of Public Service delivery from prescribing service packages to citizens, to putting citizens at the centre of service delivery through the Batho Pele (“meaning” the People First) Principles. In giving credence to the above and the enormity of the challenge of quality service delivery, the researcher of this research report narrowed down the scope of the research to the Provincial Government Western Cape. The “new” Provincial Government Western Cape (PGWC), after the 2009 national democratic elections, has embarked on a process termed “modernisation” The modernisation project spans across all activities that are under the control of the PGWC. The human resource development function of the province is one such function that is being repositioned in terms of the modernisation project objectives. This, therefore, means by implication that the training and development aspects of the human resources development were reassessed. This was re-enforced by the following statement from a provincial document titled blueprint- provincial training (2010) – “One of the major causes of poor service delivery is the fact that employees are not adequately skilled or that skills have become out-dated”. This brings into focus the rational for the topic of this research report: Exploring the need and use for management coaching to develop senior management competencies within The Provincial Government Western Cape, v and the stated aim of this research report: Exploring the need and use of management coaching to develop the management competencies of the Senior Management Service (SMS) employee component within the Provincial Government Western Cape (PGWC) and furthermore, make recommendations based on the findings of the study as to the need and application of management coaching within the PGWC. This research is exploratory and used qualitative research techniques. The study is undertaken as not much actual literature is available on the topic that is being researched. This in essence justifies why the research is exploratory as qualitative methods are particularly well suited to studies which canvas a variety of opinions and stakeholders (Ebrahim, 2008). The data analysis method used is content analysis which is defined as a systematic, research method for analysing textual information in a standardised way that allows evaluators to make inferences about that information. The research followed the steps in using content analysis as the method to analyse the results from semi-structured, open-ended interviews conducted with 14 individuals identified as the stakeholder group. To assert that the research result based on content analysis is valid is to assert that the results do not depend upon or are generalisable beyond the specific data, method or measure of a particular study.