Browsing by Author "Goosen, Francois Philippus"
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- ItemDie ontwikkeling, opbrengs en stikstofinhoud van clippergars, soos beinvloed deur stikstoftoediening op verskillende groeistadiums(Stellenbosch : Stellenbosch University, 1988) Goosen, Francois Philippus; Stellenbosch University. Faculty of . Dept. of .
- ItemDie stand van menslike hulpbronbestuur binne geselekteerde plaaslike owerhede in die Wes-Kaap : 'n opname(Stellenbosch : University of Stellenbosch, 2004-12) Goosen, Francois Philippus; Vos, H. D.; University of Stellenbosch. Faculty of Arts. Dept. of Industrial Psychology.ENGLISH ABSTRACT: Local authorities have, as is the case with any other organisation, a set of unique circumstances with which to comply. The arrival of the “new” South Africa, bringing with it, the first fully democratic municipal elections on 5 December 2000, as well as the implementation of the Act on Local Government: The Municipal Systems, Act 32 of 2000, has imposed a considerable burden on the human resource field within local authorities. As a support mechanism, it is important that any organisation has access to an effective and fully equipped human resource section. The history and development of human resource management, has over the years followed various approaches (both classical and contemporary), but particularly in South Africa, human resource management has been influenced by political ideologies (apartheid and democracy with all the various pieces of legislation) which have influenced the thinking. Through the various types of functions, human resource management was responsible for the establishment of a service relationship between the employer (as a dynamic system) and the employee (as a variable and dynamic being with unique characteristics), within an environment which places further demands and responsibilities, in order to establish an optimal fit to the advantage of the shareholders, and which can be managed and regulated. For this reason the human resource management section should possess the necessary skilled capacity in order to adapt to the demands of the day (including legal aspects) and through service delivery support the strategy of the organisation. The effect which change has on human resource management should not be discounted, and consequently necessitates a repositioning of human resource management in terms of positioning within the organisation, its activities (functions) and service delivery (effectiveness and efficiency) in order to make a contribution to the success of the organisation. Although effectivity has been researched and analysed for some time by researchers, the analysis thereof within local government still remains relevant. The relevancy thereof has been propelled by the promulgation of the Act on Local Government: The Municipal Systems, Act 32 of 2000, wherein requirements are laid down for human resource management within local government. The attainment of these requirements contributes to the realisation of the organisational goals, strategies and expectations. The question can be asked whether human resource management satisfies the current and acknowledged theoretical prescription whereby human resource management should be managed and whether human resource management satisfies the principles of the Act of Local Government: Municipal Systems Act. It is against this background that this study articulates as its purpose a survey into the state of human resource management within local government. Due to the extensive nature of the research, only certain variables could be included within the research, and for that reason the research has been limited to councillors, management and human resource management sections from a number of municipalities within the South Cape and Overberg regions. The results of the study indicate that differences do exist with regard to the state and effectiveness of human resource management within local government and the way in which the requirements of the Act on Local Government: Municipal Systems Act, No 32 of 2000, are complied with. Hereby it is implied that the human resource management sections have become removed from the theoretical models whereupon it has been built and that it should reposition itself should it wish to remain a roleplayer within local authorities. In this regard several proposals have been generated as possible solutions to the problem. In conclusion it should be mentioned that the study has made a contribution to the analysis of human resource management sections within local authorities, especially with regard to the functions which it serves, the effectiveness with which it has been delivered and the way it complies with legislation.