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

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dc.contributor.advisorVan der Berg-Ross, Ashleneen_ZA
dc.contributor.authorShikokola, Matilde-Sirkka Patemoshelaen_ZA
dc.contributor.otherStellenbosch University. Faculty of Economic and Management Sciences. School of Public Leadership.en_ZA
dc.date.accessioned2024-03-05T08:50:32Z
dc.date.accessioned2024-04-26T09:56:01Z
dc.date.available2024-03-05T08:50:32Z
dc.date.available2024-04-26T09:56:01Z
dc.date.issued2024-03
dc.descriptionThesis (MPA)--Stellenbosch University, 2024. en_ZA
dc.description.abstractENGLISH 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.en_ZA
dc.description.abstractAFRIKAANSE OPSOMMING: Namibie het ongelooflik onvoldoende ontwikkeling van menslike hulpbronne by onafhanklikheid in 1990 aangeteken. Hierdie nalatenskap het die Namibiese regering aangespoor om klem te le op die ontwikkeling van die menslike kapitaal in die land aangesien die regering verplig was om geskoolde en ervare mensekapitaal in te voer om die vaardigheidsgapings te vul wat in die arbeidsmark bestaan het (Nasionale Menslikehulpbronne-Plan, 2012: ii). Hierdie vereistes het die regering genoop om die bevoegdhede van die staatsamptenare binne die arbeidsmag te verbeter om dienslewering te verbeter. Terselfdertyd word van die staatsdiens vereis om die bepaling van die Grondwet van die Republiek van Namibie te handhaaf, die openbaresektor-hervormings te struktureer en relevante wetgewende en beleidsraamwerke in plek te stel (Menslikehulpbronne- Ontwikkelingsbeleidsraamwerk, 2012: ii). As deel van die mylpale vir volhoubare ontwikkelings het die land langtermyn-ontwikkelingstrategiee bekendgestel en hul daartoe verbind, soos die Namibie Visie 2030; die vyf-jaar opeenvolgende Nasionale Ontwikkelingsplanne (NOP's) en die Nasionale Menslikehulpbronplan (NMHP) (Menslikehulpbronne- Ontwikkelingsbeleidsraamwerk, 2012: ii). Gevolglik het die bekendstelling van Harambee-welvaartplan I van 2016 tot 2020 en Harambee-welvaartplan II (HPPs) van 2021 tot 2025 die behoefte genoodsaak om 'n menslikehulpbron-ontwikkelingsreis aan te pak. Om die doelwitte van Visie 2030 te bereik, en die strategiese doelwitte van NOP's te implementeer het die Nasionale Menslikehulpbronplan (2012:ii) beklemtoon dat Menslikehulpbronontwikkeling (MHO) en Institusionele Kapasiteitsbou (IKB) die belangrikste strategiese voorvereistes is. Dit is die sleutelfaktore om die vraag en aanbod in die arbeidsmark in ewewig te bring en 'n spreekwoordelike stuurwiel vir 'n geleerde nasie en ekonomiese emansipasie te wees. Om die implementering van hierdie breër strategiee en hoofdoelwitte van die nasionale aspirasies moontlik te maak word die regering se kollektiewe reaksies en pogings vereis (Menslikehulpbronne- Ontwikkelingsbeleidsraamwerk, 2012:ii). Daarom is die regering se erns om hierdie kwessies aan te spreek sigbaar deur die Kantoor van die Eerste Minister (KEM), onder die Departement van Staatsdiensbestuur (DSB), 'n departement wat verantwoordelik is om te verseker dat openbare beleide en riglyne ontwikkel en geimplementeer word. Daarbenewens is dit die verantwoordelikheid van die Departement om maniere te bedink om implementering en dienslewering in kantore/ministeries/agentskappe en streeksrade en in besonder DPS te verbeter. DPS is verantwoordelik vir die ontwikkeling van staatsdiensbeleide en personeelreels. Daarom is dit in hierdie verband dat die Departement die eerste weergawe van die Opleidingsbeleid van die Staatsdiens van Namibie in 1990 ontwikkel en geïmplementeer het. Voortaan is hierdie beleid hersien en uitgeloop in die tweede weergawe van die Menslike Hulpbronontwikkeling (MHO) Beleidsraamwerk vir Versnelde Dienslewering in die Staatsdiens van Namibie 2012, hierna na verwys as die Beleidsraamwerk. Vervolgens is die Staatsdienspersoneel vir Opleiding en Ontwikkeling in 2016 ontwikkel as 'n implementeringsklousule vir die Beleidsraamwerk. Ten spyte van al hierdie strategiese pogings, is die dringende bekommernis van die OMA's en RC's en die DPSM die implementeringstelsel wat tans as burokraties, tydrowend, begrotingstoewysing, verouderde beleide en riglyne en bestuursondersteuning beskou word. Dit is binne hierdie konteks dat DPB 'n groot rol speel in die ontwikkeling van menslike hulpbronne in die staatsdiens en binne die grense van DPB. DPB verskaf 'n omvattende padkaart deur die ontwikkeling en instandhouding van openbare beleide en staatsdienspersoneelreels. Hierdie rol word versterk deur wetlike raamwerke, soos die Namibiese Grondwet van 1990 en die Staatsdienswet 1995 (No. 13 van 1995), om staatsdiensprestasie te stuur. Gevolglik is openbare beleide, prosedures en riglyne die staatsdiens se loflied vir doeltreffendheid en prestasieverbetering. Sonder goeie implementering sal beleide en programme egter 'n vermorsing van hulpbronne oplewer. Hierdie studie is daarop gemik om alternatiewe oplossings te bedink vir die uitdagings wat ondervind word met die implementering van die Beleidsraamwerk. Hierdie ontleding het ten doel om verbeterde prestasie met betrekking tot die strategiese prioriteite van die hersiene Beleidsraamwerk binne die Departement te verseker. Die studie het kwalitatiewe en kwantitatiewe benaderings gebruik om die uitdagings aan te pak. Vraelyste is onder Departementswerknemers versprei om potensiele oplossings rakende die uitdagings met die implementering van die Beleidsraamwerk te bepaal. Daarbenewens is sekondere data hersien om inligting te onttrek, en 'n ander platform van gesprek met die owerhede op die gebied van MHO word ook in die studie ingesluit as 'n bron van data. Verder het die studie verskeie beste praktyke vir die implementering van MHO-beleidstrategiee van verskeie lande hersien, soos bespreek met die oog op 'n maatstaf en om te leer uit die proses en foute wat ondervind word met die implementering van hul MHO-strategiee. Samevattend, die ervarings van ander lande en inligting wat deur die vraelyste ingesamel is, inligting ingesamel van sekondere data en die besprekingsplatform met die respondente word gebruik om aanbevelings te maak om die suksesvolle implementering van die hersiene MHO-beleidsraamwerk, 2012, te ondersteun.af_ZA
dc.description.versionMasters
dc.format.extentxix, 125 pages : illustrations, includes annexures
dc.identifier.urihttps://scholar.sun.ac.za/handle/10019.1/130227
dc.language.isoen_ZAen_ZA
dc.publisherStellenbosch : Stellenbosch University
dc.rights.holderStellenbosch University
dc.subject.lcshPersonnel management -- Namibiaen_ZA
dc.subject.lcshCivil service -- Personnel management -- Namibiaen_ZA
dc.subject.lcshHuman capital -- Namibiaen_ZA
dc.subject.lcshPerformance -- Management -- Namibiaen_ZA
dc.subject.lcshEmployees -- Rating of -- Namibiaen_ZA
dc.subject.lcshOrganizational effectiveness -- Measurement -- Namibiaen_ZA
dc.subject.nameUCTD
dc.titleAn 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 Namibiaen_ZA
dc.typeThesisen_ZA
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