Strategic change in the public service : differential roles of human resource and line managers

[摘要] IntroductionChange is theorised as being inevitable and constant, yet it can be managed eitherproactively or reactively. It can occur incrementally as a process, or drastically andradically; this invariably affects the systems and sub-system.Most managers in the Public Service (PS), officials, consultants and practitionersconceptualise change management with minimal strategies of how to deal with it,especially when it occurs in an organisation. Change management needs key roleplayers with respective roles to manage change within an organisation. Changemanagement in this study is in the context of organisational strategic change, wherehuman resource (HR) and line managers are regarded as key stakeholders in dealingwith change, particularly strategic change, in the PS.Failed change efforts are due to inadequate change management competence, whichultimately demands effective change management solutions, tailor-made programmes and specific actions, including skills and roles that need to be applied. If change is notmanaged in an organisation, it creates resistance that is associated with negativeemotions where individuals and collectives experience fear, anxiety, insecurity, loss ofcontrol, constant routines, traditions, lack of support, confidence and trust. At anorganisational level it can result in inadequate performance due to unclear goals andaffected employees not being involved in the planning of change, as well as poormanagement style and political dynamics within the organisation.The PS is in flux and is affected by the rapid pace of social, political and technologicalchange. Change should be managed by HR and line managers in the PS.Research PurposeThe aim of this study was to determine the different roles that HR and line managersplay during various phases of strategic change in the context of the PS and to furtherexplore if they actually fulfil those theoretically determined roles.Motivation for the StudyThe PS has undergone tremendous change, mainly to adapt its service deliverymachinery to government's broadened mandate to serve all of the people of SouthAfrica. Therefore, the motivation of this study is based on the lack of success in thePS in delivering services as required. This necessitates change efforts to improveservice delivery. The failure of change efforts due to insufficient change solutions bymanagement in the PS creates a gap in knowledge about change managementsolutions in the PS. This knowledge gap exists as result of the fact that there has beenno research that has explored, in any detail, specifically how HR and line managersgo about managing change on a day-to-day basis. This indicates that there is ascarcity of prior empirical studies exploring how change should be managed inorganisations, including the PS. Leaders and managers in the PS do not understandthe complexities they are facing when dealing with change due to the lack of capacityin terms of roles in leading and managing the change process. Hence the motivationof the study seeks to determine change management solutions through keystakeholders, by exploring the roles of HR and line managers in managing and leadingchange in the Public Service.

[发布机构] University of Pretoria