Professionalization of human resource development (HRD) practitioners in the Office of the Premier of the KwaZulu-Natal provincial government
Thesis (M.M. (Public and Development Management))--University of the Witwatersrand, Faculty of Commerce, Law and Management, School of Governance, 2014. === Purpose: The purpose of this study was to solicit views of HRD practitioners regarding the Professionalisation and Recognition of Public Servi...
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2015
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Online Access: | http://hdl.handle.net/10539/17206 |
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Thesis (M.M. (Public and Development Management))--University of the Witwatersrand, Faculty of Commerce, Law and Management, School of Governance, 2014. === Purpose: The purpose of this study was to solicit views of HRD practitioners
regarding the Professionalisation and Recognition of Public Service Human
Resource Development (HRD) Practice, using the experiences of HRD practitioners
in the KwaZulu-Natal provincial government.
Background: In recruiting employees into the public service, the South African
Constitution dictates that policies that promote and maintain high standard of
professional ethics should be applied. The principles of good human resource
management and career-development practices, to maximise human potential, must
be cultivated (South African Constitution, 1996). As such, a series of human
resource development strategies were introduced from 2002 aimed at building the
capacity of the state, with the latest of such, being the Public Service HRD Strategic
Framework (PS-HRDSF): Vision 2015, having been introduced in 2007.
The successful implementation of these strategies depended on the capacity of HRD
practitioners in departments to drive these towards meeting their intended objectives,
which is ensuring that the state has the capacity to deliver on its mandate. Amongst
its priorities, the latest HRD strategic framework places premium on strengthening
the capacity of HRD practitioners; by building a strong culture of professional
practice in HRD. The aim is to create a sound foundation in public service institutions
for the application of capacity development initiatives to enhance performance and
improve service delivery (DPSA, 2007).
Literature Review: The study visited the work of researchers in the HRD practice
who have undertaken investigations into the true character of HRD as an
independent practice which has its own body of knowledge and theory.
Furthermore, the study visited the literature on challenges facing HRD in the future,
such as the future survival of the HRD practice, recognition of HRD and its
practitioners, and professionalisation of the practitioners.
Methodology: The study, being of social science in nature and focusing into the
topic of human development, was informed by a Critical Social Science (CSS)
approach, in particular, the hermeneutic data analysis process. The study applied a
mixed research method to ascertain (quantitatively), the views of HRD practitioners,
ix
professional bodies and policymakers to (qualitatively) understand their views on
professionalisation. The collection of data was through a survey of HRD practitioners
using questionnaires and unstructured interviews for HRD policymakers.
Results: Using the hermeneutic data analysis process, the results were categorised
into six themes: (1) Roles and competencies of HRD practitioners (2) Levels of
growth experienced as a result of exposure to the implementation of HRD strategies
in their respective departments within the province, (3) Recognition and
professionalisation of HRD practitioners, (4) Common entry professional qualification
into the HRD practice (5) Code of Conduct for HRD practitioners; and (6) Common
Continuous Professional Development (CPD) for HRD practitioners.
Recommendations: The research makes recommendations that HRD practitioners
themselves should take initiatives to elevate the HRD practice through the
development of the body of knowledge and theory. They should increase their efforts
to redefine the role and contribution of the HRD function to the organisational
performance improvement. They should form themselves into communities of
experts and mobilise for the development of a Competency Dictionary for HRD
practice as a basis for the DPSA to develop a Competency Framework. The same
Framework will serve as the basis for continuous professional development. |
author |
Khuzwayo, Zamokwakhe Enock |
spellingShingle |
Khuzwayo, Zamokwakhe Enock Professionalization of human resource development (HRD) practitioners in the Office of the Premier of the KwaZulu-Natal provincial government |
author_facet |
Khuzwayo, Zamokwakhe Enock |
author_sort |
Khuzwayo, Zamokwakhe Enock |
title |
Professionalization of human resource development (HRD) practitioners in the Office of the Premier of the KwaZulu-Natal provincial government |
title_short |
Professionalization of human resource development (HRD) practitioners in the Office of the Premier of the KwaZulu-Natal provincial government |
title_full |
Professionalization of human resource development (HRD) practitioners in the Office of the Premier of the KwaZulu-Natal provincial government |
title_fullStr |
Professionalization of human resource development (HRD) practitioners in the Office of the Premier of the KwaZulu-Natal provincial government |
title_full_unstemmed |
Professionalization of human resource development (HRD) practitioners in the Office of the Premier of the KwaZulu-Natal provincial government |
title_sort |
professionalization of human resource development (hrd) practitioners in the office of the premier of the kwazulu-natal provincial government |
publishDate |
2015 |
url |
http://hdl.handle.net/10539/17206 |
work_keys_str_mv |
AT khuzwayozamokwakheenock professionalizationofhumanresourcedevelopmenthrdpractitionersintheofficeofthepremierofthekwazulunatalprovincialgovernment |
_version_ |
1719083473711398912 |
spelling |
ndltd-netd.ac.za-oai-union.ndltd.org-wits-oai-wiredspace.wits.ac.za-10539-172062019-05-11T03:41:09Z Professionalization of human resource development (HRD) practitioners in the Office of the Premier of the KwaZulu-Natal provincial government Khuzwayo, Zamokwakhe Enock Thesis (M.M. (Public and Development Management))--University of the Witwatersrand, Faculty of Commerce, Law and Management, School of Governance, 2014. Purpose: The purpose of this study was to solicit views of HRD practitioners regarding the Professionalisation and Recognition of Public Service Human Resource Development (HRD) Practice, using the experiences of HRD practitioners in the KwaZulu-Natal provincial government. Background: In recruiting employees into the public service, the South African Constitution dictates that policies that promote and maintain high standard of professional ethics should be applied. The principles of good human resource management and career-development practices, to maximise human potential, must be cultivated (South African Constitution, 1996). As such, a series of human resource development strategies were introduced from 2002 aimed at building the capacity of the state, with the latest of such, being the Public Service HRD Strategic Framework (PS-HRDSF): Vision 2015, having been introduced in 2007. The successful implementation of these strategies depended on the capacity of HRD practitioners in departments to drive these towards meeting their intended objectives, which is ensuring that the state has the capacity to deliver on its mandate. Amongst its priorities, the latest HRD strategic framework places premium on strengthening the capacity of HRD practitioners; by building a strong culture of professional practice in HRD. The aim is to create a sound foundation in public service institutions for the application of capacity development initiatives to enhance performance and improve service delivery (DPSA, 2007). Literature Review: The study visited the work of researchers in the HRD practice who have undertaken investigations into the true character of HRD as an independent practice which has its own body of knowledge and theory. Furthermore, the study visited the literature on challenges facing HRD in the future, such as the future survival of the HRD practice, recognition of HRD and its practitioners, and professionalisation of the practitioners. Methodology: The study, being of social science in nature and focusing into the topic of human development, was informed by a Critical Social Science (CSS) approach, in particular, the hermeneutic data analysis process. The study applied a mixed research method to ascertain (quantitatively), the views of HRD practitioners, ix professional bodies and policymakers to (qualitatively) understand their views on professionalisation. The collection of data was through a survey of HRD practitioners using questionnaires and unstructured interviews for HRD policymakers. Results: Using the hermeneutic data analysis process, the results were categorised into six themes: (1) Roles and competencies of HRD practitioners (2) Levels of growth experienced as a result of exposure to the implementation of HRD strategies in their respective departments within the province, (3) Recognition and professionalisation of HRD practitioners, (4) Common entry professional qualification into the HRD practice (5) Code of Conduct for HRD practitioners; and (6) Common Continuous Professional Development (CPD) for HRD practitioners. Recommendations: The research makes recommendations that HRD practitioners themselves should take initiatives to elevate the HRD practice through the development of the body of knowledge and theory. They should increase their efforts to redefine the role and contribution of the HRD function to the organisational performance improvement. They should form themselves into communities of experts and mobilise for the development of a Competency Dictionary for HRD practice as a basis for the DPSA to develop a Competency Framework. The same Framework will serve as the basis for continuous professional development. 2015-03-09T08:44:44Z 2015-03-09T08:44:44Z 2015-03-09 Thesis http://hdl.handle.net/10539/17206 en application/pdf |