Browsing by Author "Shikokola, Matilde-Sirkka Patemoshela"

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    An analysis of the human resources development policy framework 2012 – the case of the Department of Public Service Management, office of the prime minister (OPM) in Namibia
    (Stellenbosch : Stellenbosch University, 2024-03) Shikokola, Matilde-Sirkka Patemoshela; Van der Berg-Ross, Ashlene; Stellenbosch University. Faculty of Economic and Management Sciences. School of Public Leadership.
    ENGLISH SUMMARY: Namibia recorded incredibly insufficient human resources development at independence in 1990. For this history, the Namibian government has placed a strong priority on developing the human capital of the nation since the government was forced to import experienced and skilled human capital to close the skills gaps in the labour market (National Planning Commission of Namibia, 2012: ii). In an effort to enhance service deliver, the government was pressured by these demands to develop the competencies of the public servants. At the same time, the public sector has to implement the key legal and policy frameworks, coordinate public sector reforms, and uphold the provision of the Republic of Namibia’s Constitution (Human Resources Development Policy Framework, 2012: ii). As part of the sustainable development milestones, the country introduced and committed to long-term development strategies including the National Human Resources Plan (NHRP), the five-year National Development Plans (NDPs), and Namibia Vision 2030 (Human Resources Development Policy Framework, 2012: ii). Subsequently, the introduction and implementation of Harambee Prosperity Plan I which ran from 2016 to 2020 and Harambee Prosperity Plan II (HPPs) which ran from 2021 to 2025 has consequently made it necessary to embark on a human resources development journey. To achieve the objectives of Vision 2030, and implement the strategic aims of NDPs, the National Planning Commission of Namibia (2012: ii) as stated in the National Human Resources Plan emphasised that Human Resources Development (HRD) and Institutional Capacity Building (ICB) are the major strategic prerequisites. These are the fundamental components for maintaining a balance between supply and demand in the labour market as well as a wheel to a learned citizens and economic emancipation. To enable the implementation of these broader strategies and major objectives of the national aspirations, the government’s collective responses and efforts are required (Human Resources Development Policy Framework, 2012: ii). It is therefore, evident that the government is taking these concerns very serious through the Office of the Prime Minister (OPM), under the Department of Public Service Management (DPSM), a department responsible for ensuring that public policies and guidelines are developed and implemented. In addition, it is the responsibility of the Department to devise ways to improve implementation and service delivery in Offices/Ministries/Agencies and Regional Councils (OMAs and RCs) and in particular DPSM. DPSM is responsible for developing public service policies and staff rules. Therefore, it is in this regard that the Department developed and implemented the first version of the Training Policy of the Public Service of Namibia in 1990. The Human Resources Development (HRD) Policy Framework for Accelerated Service Delivery in the Public Service of Namibia 2012, also known as the Policy Framework, was changed in the future and is the result of this policy's revisions. As an implementing provision for the Policy Framework, the Public Service Staff Rules (PSSRs) on Training and Development (T&D) were developed in 2016. Despite all these strategic efforts, the pressing concern of the OMAs, RCs and the DPSM is the implementation system currently perceived as bureaucratic, time-consuming, budgetary allocation, outdated policies and guidelines, and management support. In this regard, and within the parameters of DPSM, DPSM has been mandated to develop the human resources in the public service. DPSM provides a comprehensive roadmap through the development and maintenance of public policies and PSSRs. This role is reinforced by legal frameworks, such as the Namibian Constitution of 1990 and the Public Service Act 1995 (No. 13 of 1995), to steer public service performance. As a result, public policies, procedures and guidelines are the public service’s hymn toward efficiency and performance improvement. However, without sound implementation, policies and programmes will yield a waste of resources. The aim of this study is to develop alternative approaches and solutions to address the challenges encountered during the implementation and execution of the Policy Framework. This analysis aims to ensure improved and enhanced performance concerning the strategic priorities of the revised Policy Framework within the Department. To unpack the challenges, the study employed qualitative and quantitative approaches. Questionnaires were distributed among department employees to determine potential solutions concerning the challenges in implementing the Policy Framework. In addition, secondary data were reviewed to extract information and another platform of discussion with the authorities in the field of HRD is also included as a data source for the study. In order to benchmark and learn from the process and mistakes made in the implementation of their HRD strategies, the study also examined a number of best practices for the implementation of HRD Policy plans from other countries. Conclusively, based on the insights gained from various country and data collected through questionnaires, secondary data extraction, and discussion platforms with participants, suggestions are proposed to facilitate the effective execution of the revised HRD Policy Framework, 2012.