Index
Robert Cameron
(University of Cape Town, South Africa)
Public Sector Reform in South Africa 1994–2021
ISBN: 978-1-80382-736-0, eISBN: 978-1-80382-735-3
ISSN: 2053-7697
Publication date: 2 August 2022
This content is currently only available as a PDF
Citation
Cameron, R. (2022), "Index", Public Sector Reform in South Africa 1994–2021 (Public Policy and Governance, Vol. 36), Emerald Publishing Limited, Leeds, pp. 183-191. https://doi.org/10.1108/S2053-769720220000036007
Publisher
:Emerald Publishing Limited
Copyright © 2022 Emerald Publishing Limited
INDEX
Academic evaluation of performance management
, 140–144
Accountability
, 100, 151–152
challenge of
, 122–123
Administration Boards
, 13
Administrative decentralisation
, 88
Administrative delegation
, 89
Administrative politicisation
, 38
Administrative processes approach
, 20–21
Africa, performance management in
, 123–125
African National Congress (ANC)
, 2
Afrikanerisation of public service
, 13–14
Agencification
, 88, 120
Annual Performance Plan (APP)
, 129
Apartheid
Balkanisation
, 16
bureaucracy
, 12–13, 15
logic around human rights issues
, 21
public service
, 51
regime
, 21
rule
, 49
Apex priorities
, 134
‘Atlas of the Politics–Administration Dichotomy’ (Georgiou)
, 44
Auditor General (AG)
, 111
Authority
, 89
Behavioural approach
, 118
Benchmarking
, 117, 120–121
Blame avoidance strategy
, 112
British Westminster system
, 12
Broader governance issues
, 150
accountability
, 151–152
centralisation vs. decentralisation
, 152–153
downplaying of politics
, 150
Elite formation
, 151
independent verification of data
, 153
isomorphic mimicry
, 152
neo-patrimonialism
, 151
transferability of developed countries’ reforms to developing countries
, 150
Bureaucratic autonomy
, 111
Bureaucratic performance
, 47
Cadre Deployment policy
, 156
Cape Provincial Administration (CPA)
, 20
Cape Town City Council
, 36
Cash bonuses
, 127
Cause-effect
, 119
Centralisation
, 152–153
Chief Director (CD)
, 100
Civil Service Commission (CSC)
, 18
Collaborative model
, 45
Collusive model
, 45, 84, 157
Commission of Administration (CoA)
, 9, 18–20
Complementarity model
, 37
Constitution of Republic of South Africa Act
, 3
Constitutional Assembly
, 3, 22
Constitutional Court
, 28
Conventional academic wisdom
, 116
Conventional theory
, 91
Coping organisations
, 118
Correlational analysis
, 121–122
Country ownership
, 122
Craft organisations
, 118
Credibility of performance management
, 153
Cumbersome appointment process
, 100
de facto Prime Minister (see Mbeki, Thabo)
Decentralisation
, 88, 152–153
Decentralisation of Managerial Responsibility and Accountability
, 95
Delegation
, 87–88
bureaucratic autonomy and delegation
, 91–92
delegation in developing countries
, 92–94
delegation of powers
, 106–109
developed vs. developing countries
, 92
implementation of
, 97–100
issue of Blame avoidance strategy
, 112
literature review
, 88
management empowerment debate in South Africa
, 94
online survey
, 90–91
patron–client networks
, 110–111
political–administrative relationships
, 87–88
political–administrative system
, 109–110
of powers
, 89
PSC assessment of implementation of human resources and financial delegations
, 100–102
resurgence of delegation initiatives
, 102–103
in South Africa
, 88
in South Africa government
, 94–97
state of compliance by departments with delegation directives
, 104–106
Democratic Alliance (DA)
, 28, 83
Democratic Centralism
, 110
Democratic rule
, 4
Department of Cooperation and Development (DCD)
, 13
Department of Labour (DoL)
, 140
Department of Planning, Monitoring and Evaluation (DPME)
, 8, 128
Department of Public Service and Administration (DPSA)
, 8, 160
Deployment Committee
, 82
Deputy director-general (DDG)
, 56
Developing countries
, 5, 44–45
delegation in
, 92
performance management in
, 121–122
political–administrative typology in
, 45–46
transferability of developed countries’ reforms to
, 150
Development state
, 47–49, 54
Devolution
, 88, 95
administrative powers to heads of department while retaining strategic powers
, 161
of human resources powers to heads of departments
, 161–162
Dichotomy, persistence of
, 36–37
Directors General (DGs)
, 17, 94
Dismissal
, 58–59
Downsizing
, 120
Eastern Cape Province
, 143
Education
, 133
Elite formation
, 151
Emasculation of PSC
, 24–26
Embedded Autonomy
, 48
Employee empowerment
, 91
Employee performance
, 130
Employee Performance Management and Development System (EPMDS)
, 128
Employment Equity Act
, 57, 107–108, 156
Empowerment of department of Public Service and Administration
, 27
Executive authorities (EAs)
, 50, 111
perspectives of EAs on HR and financial delegations
, 100–101
relationship between HoDs and EAs
, 57–58
Executive authorities
, 161
Executive council (EXCO)
, 52
Favouritism
, 18, 138, 141, 149, 163
Final Constitution
, 3, 27–30
Final Phase to democratisation
, 21
Financial delegations
HoDs perspectives on HR and
, 101–102
perspectives of EAs on HR and
, 100–101
Formal politicisation
, 38
Functional politicisation
, 38
Gaming
, 117–118, 149–150
Gauteng Province
, 141
Generic management theory
, 110
Genesis of organisational performance management
, 130
‘Good Enough Governance’
, 94
Government and Public Policy (GAPP)
, 6, 80
‘Government efficiency’
, 116
Government performance improvement
, 116
Gross Domestic Product (GDP)
, 47
Growth, Employment and Redistribution (GEAR)
, 53–54
Heads of Department (HoDs)
, 4
perspectives on HR and financial delegations
, 101–102
relationship between EAs and
, 57–58
Health
, 133
Human resource (HR)
, 46
devolution of human resources powers to heads of departments
, 161–162
functions
, 51
HoDs perspectives on HR and financial delegations
, 101–102
perspectives of EAs on HR and financial delegations
, 100–101
policy in public service
, 56–57
Human Resource Management (HRM)
, 7, 89
Human Resources Powers of HoDs
, 162
Human Sciences Research Council (HSRC)
, 51
Hybrid approach
, 69
Ideal-type bureaucracy
, 34–35
Incentive system
, 137
Inconsistent allocation of performance assessment
, 149
Independent authorities
, 13
Independent verification of data
, 153
Individual performance evaluation
, 134–135
Individual performance management
, 126
directive, performance management and development system for heads of department
, 128–129
further changes to SMS performance management system
, 128
performance management and development system for members of senior management system
, 130
performance management system for SMS
, 127–128
Inspection Enforcement Services (IES)
, 140
Integrated Financial Management System (IFMS)
, 8
Integrated model
, 46
Integrated Performance Management System (IPMS)
, 123
Interim Constitution
, 21
Provincial Service Commissions
, 23–24
Public Administration in Interim Phase
, 22–23
Interim Constitution
, 3
Interim Phase
, 21
Internal public administration issues
, 146
capacity
, 148–149
compliance
, 149
disjuncture between organisational and individual performance
, 148
gaming
, 149–150
managers management
, 147–148
measurement of targets
, 146–147
outputs vs. outcomes
, 147
International Political Science Association (IPSA)
, 150
Intrusive model
, 46, 84, 156–157
Isomorphic mimicry
, 121, 152
Jamaica, performance management in
, 124–125
Joined-up Government
, 17
Key Government Focus Area (KGFA)
, 129
Key Result Areas (KRAs)
, 127
Limpopo Province
, 141
Lip-service
, 21
Malfeasance
, 93, 98
Management autonomy
, 88
Management empowerment debate in South Africa
, 94
Management Performance Assessment Tool (MPAT)
, 131, 145, 150
‘Managerialism’
, 88
Mandela, Nelson
, 4, 49
ANC under
, 109
intrusive model and
, 156–157
Presidency
, 84
Manipulation of reported results
, 117
Mbeki, Thabo
, 4, 49
ANC and
, 30
intrusive model and
, 84, 156–157
Mbeki-type intrusive model
, 157
political–administrative framework
, 65
Presidency
, 96–97
signing of PA
, 134, 159
Medium Term Strategic Framework (MTSF)
, 72, 132
Member of Executive Council (MEC)
, 2, 27, 50
Merit-based career system
, 40
Meritocratic appointment
, 47
Meritocratic criteria
, 38
Meritocratic recruitment
, 46
Minister for Public Service and Administration (MPSA)
, 22
Ministerial Programme of Action
, 132
Ministry of Performance, Monitoring and Evaluation (MPME)
, 131, 144–145
Mixed methods approach
, 7
Multi-party negotiations
, 2–3
National Assembly
, 3, 28
National Council of Provinces (NCOP)
, 28
National Development Plan (NDP)
, 99, 132
draft
, 67–70
final
, 70
National Implementation Framework
, 79
National Party (NP)
, 2, 12
National Planning Commission (NPC)
, 66
draft National Development Plan
, 67–70
final National Development Plan
, 70
National School of Government (NSG)
, 164
Native Urban Areas Act
, 12
Neo-patrimonialism
, 93, 111, 142, 151
during Zuma Presidency
, 158
New Employment Service
, 126
New Public Administration Initiative (NPAI)
, 21
New Public Governance
, 42
New Public Management (NPM)
, 4, 41, 88, 115–116
impact of
, 41–42
‘post’ NPM studies
, 42–44
reforms
, 120
New Public Service Regulations
, 51–52
Northcote-Trevelyan report
, 34
Organisation of Economic Co-operation and Development (OECD)
, 64
Organisational culture
, 119
Organisational performance
, 130
genesis of organisational performance management
, 130–131
monitoring and evaluation
, 131
process of organisational performance management
, 131–132
service delivery
, 132–133
Orwellian Protection of Information Act
, 2
Parliamentary Monitoring Group
, 8
Patronage systems
, 39–40
Patronage-based politics
, 110
‘Patronage’ political approaches
, 93
Patron–client networks
, 110–111
Pay-roll system
, 8
Performance agreements (PA)
, 146–147
signing of
, 134
Performance management
, 115–116
academic evaluation of performance management in South Africa
, 140–144
in Africa
, 123–125
benchmarking
, 120–121
broader governance issues
, 150–153
challenge of accountability
, 122–123
in developing countries
, 121–122
evaluation of
, 133
using evidence in policy and practice
, 145
evolution of performance management in democratic South Africa
, 125–126
focusing on indicators
, 117–118
general government evaluation of
, 135–140
individual performance evaluation
, 134–135
internal public administration issues
, 146–149
literature review
, 116
monitoring and evaluation
, 144
performance management implementation in South African Public Service
, 126–133
politics and performance management
, 144–145
in South Africa
, 125
South Africa
, 145–146
studies on performance
, 119–120
systems
, 117
Performance Management and Development System (PMDS)
, 127
Performance measurement
, 150
Performance Paradox
, 117
Persistence of dichotomy
, 36–37
Personnel and Information System (PERSAL)
, 8
Planning, Organising, Staffing, Directing, Coordinating, Reporting, Budgeting (PODSCORB)
, 21
Policy goals
, 117
Political decentralisation
, 88
Political rights of heads of department, limitation of
, 162
Political–administrative relationships
, 2, 4, 15–16, 52, 87–88, 109–110, 156
administrative processes approach
, 20–21
Afrikanerisation of public service
, 13–14
Anglo-Boer War
, 12
bureaucratic performance
, 47
complementarity model
, 37
demise of Public Service Commission
, 26–27
developing countries
, 44–45
development state
, 47–49
emasculation of PSC
, 24–26
empowerment of department of Public Service and Administration
, 27
evolution of
, 12
final constitution
, 27–30
interim constitution
, 21–24
meritocratic appointment
, 47
impact of NPM
, 41–42
persistence of dichotomy
, 36–37
as policy issue
, 71–78
political–administrative typology in developing countries
, 45–46
politicians and bureaucrats
, 35
politicisation of Public Service
, 38–40
politics–administration distinction
, 35–36
‘post’ NPM studies
, 42–44
‘professionalising’
, 85
Public Administration
, 33–34
public sector reform in 1980s
, 16–18
Public Service Commission/Commission for Administration
, 18–20
seminal model of
, 83
service delivery
, 16
skills shortages in public service
, 14–15
in South Africa
, 49–60
typologies of
, 37–38
typology of
, 84
Weber’s ideal-type bureaucracy
, 34–35
Politicisation
, 38, 90
OECD
, 64
political–administrative interface
, 63
President Zuma’s model
, 65
of public service
, 38–40
South African Constitution
, 62
in South African Public Service
, 61
Politics
delegation of
, 89, 106–109
downplaying of
, 150
Power-sharing mechanisms
, 3
Presidency
, 131–132
President Zuma’s model
, 65
Presidential Review Commission (PRC)
, 25, 51, 52
Principal functionaries
, 103
Principles of Public Administration and Financial Delegations
, 102
Procedural organisations
, 118
Production organisations
, 118
Professional management
, 88
Professional Protocol
, 53
Professionalisation of public service
, 106
Programmatic approach
, 93
Provincial Review Report
, 50, 54, 95, 126
Provincial Service Commissions
, 23–24, 95
Public Administration
, 2, 16, 33–34, 94, 118, 155–156
in Interim Phase
, 22–23
Public Administration and Management Act (PAMA)
, 165
Public Administration in Final Constitution
, 28–30
Public Affairs Research Institute (PARI)
, 6, 58
Public Audit Amendment Act
, 139
Public Finance Management Act (PFMA)
, 59–60, 97
Public hospitals
, 142
Public management reform process
, 122
Public sector reform
, 5–7, 50
in 1980s
, 16–18
Public service
, 89
Afrikanerisation of
, 13–14
HR policy in
, 56–57
politicisation of
, 38–40
skills shortages in
, 14–15
Public Service Act (PSA)
, 16, 49–50, 57, 96, 127, 161
PSA Amendment Act
, 59
Public Service Amendment Bill
, 79, 163
Public Service and Administration, empowerment of department of
, 27
Public Service Commission (PSC)
, 8, 9, 18–20, 60–61
assessment of implementation of human resources and financial delegations
, 100
demise of
, 26–27
emasculation of
, 24–26
HoDs perspectives on HR and financial delegations
, 101–102
intervention
, 77–78
in promoting norms and standards, and monitoring recruitment processes
, 68
creating administrative head of public service
, 68–69
perspectives of EAs on HR and financial delegations
, 100–101
Public Service Law Amendment Act
, 27, 50, 95, 126
Public Service Motivation
, 118
Public Service Regulations (PSR)
, 51–52, 58, 96
‘Qualitative data’
, 8
Quantitative target systems
, 116
Quantitative technique
, 7–8
Ramaphosa, Cyril
, 4, 66, 82
National Implementation Framework
, 79
political–administrative relationships under
, 79
Presidency
, 78
reforms
, 160
Zondo Commission
, 80–83
Ratchet effect
, 117
Rational model
, 118
Rationalisation
, 17
Reconstruction and Development Programme (RDP)
, 53
Recruitment
, 106–109
Reinventing Government
, 89, 94
Republic of South Africa (RSA)
, 2
Republic of South Africa Constitution Act (RSA)
, 17
Resurgence of delegation initiatives
, 102–103
Rightsizing
, 54
Rule-of-law-oriented politically neutral bureaucracies
, 84
‘Scientific management’
, 116
Selection
, 106–109
Self-governing territories (SGTs)
, 13
Self-Government Act
, 13
Senior executive systems (SESs)
, 56
Senior management service (SMS)
, 4, 55–56, 96, 127
further changes to SMS performance management system
, 128
performance management system for
, 127–128
Service delivery
, 16, 132–133
Skills shortages in public service
, 14–15
South Africa
, 2
academic evaluation of performance management in
, 140–144
appointment of special advisers
, 59–60
constitutional and legislative framework
, 49–50
contract appointments
, 55
delegation in South Africa government
, 94–97
developmental state
, 54
dismissal
, 58–59
evolution of
, 125–126
GEAR
, 53–54
HR policy in public service
, 56–57
management empowerment debate in
, 94
open competition
, 55
performance management in
, 125
political–administrative relationships in
, 49
Public Administration areas in
, 3–4
public sector reform
, 50–53
relationship between HoDs and EAs
, 57–58
rightsizing
, 54
SMS
, 55–56
South African bureaucracy
, 111–112
South African Constitution
, 59, 62
South African Public Service
individual performance management
, 126–128
organisational performance
, 130–133
performance management implementation in
, 126
South African Qualification Authority (SAQA)
, 108
Specific, Measurable, Achievable, Relevant and Time bound principles (SMART principles)
, 129
State of Nation Address (SONA)
, 78
State Security Agency (SSA)
, 108
Strategic behavior
, 117
Strategic departments
, 142
Strategic management
, 94
‘Structural’ NPM reforms
, 120
Sub-optimisation
, 117
‘Sunset clause’
, 51
Superintendent-General of Education
, 2
Technical Indicator Guidelines
, 140
Technocratic systems
, 137
Tenets of system
, 137
Three-tier system
, 22
Three-tier unitary system
, 12
Threshold effect
, 117
Total Strategy
, 17
Towards a Ten-Year Review
, 96
Traditional personnel management
, 89
Transferability of developed countries’ reforms to developing countries
, 150
Tricameral Parliament
, 17
Tyranny of Merit, The
, 44
United Democratic Front (UDF)
, 17
United States of America (USA)
, 35
University of Cape Town (UCT)
, 66–67
Verwoerdian ideology
, 15
Voluntary Severance Programmes (VSPs)
, 54
Weak accountability frameworks
, 136
Weber’s ideal-type bureaucracy
, 34–35
Weberian bureaucracy
, 47
Western Cape Education Department (WCED)
, 143
Western Cape Province
, 143
Westminster system
, 17, 89
White Paper on Training and Education
, 95
White Paper on Transformation of Public Service (WPTPS)
, 25, 27, 50, 94, 125
White Papers on Human Resources Management
, 126
‘Whole of Government Approach’
, 121
Working Group
, 26
World Development Report
, 122
Zondo Commission
, 80–83
Zuma, Jacob
, 4
administration
, 84–85, 113
democratic centralism
, 110
Presidency
, 82, 111, 113, 142, 142
rule
, 66
signed PAs
, 144