Browsing by Author "Swartz, Elizabeth Maraizia Joan"

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    Challenges to the implementation of business process re-engineering of the recruitment process in the Ministry of Fisheries and Marine Resources, Namibia
    (Stellenbosch : Stellenbosch University, 2018-03) Swartz, Elizabeth Maraizia Joan; Ndevu, Zwelinzima; Stellenbosch University. Faculty of Economic and Management Sciences. School of Public Leadership.
    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.