Creating a culture of learning : recommendations for public service organisations
| dc.contributor.advisor | Muller, J. J. | en_ZA |
| dc.contributor.author | Marthinus, Kenneth Joseph | en_ZA |
| dc.contributor.other | University of Stellenbosch. Faculty of Economic and Management Sciences. School of Public Leadership. | en_ZA |
| dc.date.accessioned | 2011-01-19T10:00:12Z | en_ZA |
| dc.date.accessioned | 2011-03-14T08:29:39Z | |
| dc.date.available | 2011-01-19T10:00:12Z | en_ZA |
| dc.date.available | 2011-03-14T08:29:39Z | |
| dc.date.issued | 2011-03 | en_ZA |
| dc.description | Thesis (MPA)--University of Stellenbosch, 2011. | en_ZA |
| dc.description.abstract | ENGLISH ABSTRACT: The dawn of the new South Africa, with the election of the first democratically elected government in 1994, provided a huge service delivery challenge to the public service. Delivery challenges included, the different own affairs services that had to be amalgamated into one public service, matters of transformation, with regard to representivity of all race groups in government, and to reduce the huge backlog of access to public services to millions of South Africans previously excluded. Notwithstanding various initiatives by government through legislation and policies, to support the public sector in developing necessary skills and competencies of public servants for the improvement of service delivery, there is currently massive dissatisfaction from citizens regarding government's inability to provide basic services. Research will prove that the “traditional manner” of skills development initiatives cannot alone assists public servants to improve their skills and competencies to allow government to deliver on its mandate to provide minimum services to its citizens. Furthermore the research will prove that the concept of the “learning organisation (LO)” or alternatively “organisational learning (OL)”: Can support the “traditional” training and development methods to improve the skills levels of public servants to deliver on the mandate of government ; Is a planned intervention which must be supported from management as change agents ; Benefit employees more from this approach to learn ; Must be supported by a change of the organisational culture, information and knowledge management and the appreciation of individual knowledge and experience. | en_ZA |
| dc.description.abstract | AFRIKAANSE OPSOMMING: Met aanbreek van die nuwe Suid-Afrika in 1994, na die nuut verkose eerste demokratiese regering, is groot uitdagings ten opsigte van dienslewering aan die openbare sektor gestel. Hierdie uitdagings sluit onder andere in die verskeie eie-sake administrasies wat geamalgameer moes word, hervormingsaangeleenthede soos om verteenwoordiging van alle rasse in die openbare sektor te verseker en ook om die groot agterstand in dienslewering aan miljoene mense in Suid Afrika wat voorheen daarvan uitgesluit was, te verminder. Nieteenstaande verskeie regeringspogings om dienslewering te verhoog deur nuwe wetgewing te promulgeer om die nodige vaardighede en bevoegdhede van staatsamptenare te verbeter, is daar nog steeds grootskaalse ontevredenheid by die algemene publiek oor die regering se onvermoë om basiese dienste te verskaf. Die navorsing sal toon dat die "tradisionele" wyse van vaardigheids-ontwikkelingsinisiatiewe alleen nie voldoende sal wees om die vaardighede en bevoegdhede van staatsamptenare te verbeter om die regering in staat te stel om aan sy mandaat te voldoen om minimum dienste aan die publiek te lewer nie. Die navorsing sal ook toon dat die konsep van leef "organisatoriese leer (OL)": Die tradisionele manier van opleiding en ontwikkeling kan ondersteun om die vaardigheidsvlakke van staatsamptenare te verbeter en sodoende op die regering se mandaat te kan lewer ; 'n Beplande ingryping is wat deur bestuur ondersteun moet word wie as veranderingsagente in die organisasie moet optree ; Meer voordele bied aan werknemers om te leer ; Deur 'n verandering in die kultuur van die organisasie, inligting- en kennisbestuur, en die waardering van individuele kennis en ervaring, ondersteun moet word. | af_ZA |
| dc.identifier.uri | http://hdl.handle.net/10019.1/6668 | |
| dc.language.iso | en_ZA | en_ZA |
| dc.publisher | Stellenbosch : University of Stellenbosch | en_ZA |
| dc.rights.holder | University of Stellenbosch | |
| dc.subject | Public service personnel -- Training of | en_ZA |
| dc.subject | Learning organizations | en_ZA |
| dc.subject | Organizational learning | en_ZA |
| dc.subject | Occupational training in the civil service | en_ZA |
| dc.subject | Dissertations -- Public management and planning | en_ZA |
| dc.subject | Theses -- Public management and planning | en_ZA |
| dc.subject.other | School of Public Leadership | en_ZA |
| dc.title | Creating a culture of learning : recommendations for public service organisations | en_ZA |
| dc.type | Thesis | en_ZA |