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Managing human resources in complex and dynamic political contexts Mpho Modisane had just been appointed Chief Executive Officer (CEO) of the Government Communication and Information System (GCIS). Her appointment in the public service came at a time when fundamental strides have already been made in transforming the system of state administration in South Africa. The current system of state administration, which was approved by Cabinet in 1996, is ingratiated in the notion of managerialism. The managerial system of state administration, in juxtaposition with the traditional model of public administration, puts more emphasis on institutional outcomes than bureaucratic procedures and regulations. It is aimed at achieving a more dynamic, efficient, effective, economic and responsive public service system through the decentralisation of responsibilities, delegation of authority, innovation in the delivery of public services and accountability for performance. The Public Service Laws Amendment Act 47 of 1997 legitimated this new model for state administration, which introduces a much more decentralised management system in the public service. The roles of the ministers in this regard are to: Provide political leadership with regard to the vision and policy direction of their departments Ensure that government policies are properly carried out Secure resources necessary for funding of the operations of their departments Represent their departments in Cabinet and Parliament Give an account for the performance and actions of their departments to their public legislature Take collective responsibility for cabinet decisions The roles of the directors-general as accounting officers, which in the case of Modisane would refer to the CEO, are to: Advise the ministers on a variety of issues that pertain to their departments Implement government policies and ministerial decisions Manage their departments in an efficient and effective manner Give account to the ministers and when necessary to Parliament on matters that concern their departments Modisane was very happy about the new legislative framework as it provides an environment conducive to accounting officers being innovative in implementing government policies and programmes. She started her job as CEO of GCIS with great enthusiasm. GCIS is under the Minister in the Office of the Presidency. Its objective is to foster a good relationship between government and citizens by providing effective communication systems to facilitate dissemination and publicity of information on a variety of matters that pertain to governance. GCIS also markets South Africa to the international community. Modisanes performance contract was directly linked to the objectives of GCIS. It was expressly stated in the contract that Modisane should develop and put in place an effective communication and information system with the capacity to realise the objective of GCIS as stated above. Acting on the basis of the new policy and regulatory framework for public service, which delegates more authority to the accounting offices, Modisane developed a strategic plan for GCIS. The plan focused on two aspects that are very critical in realising the objectives of GCIS, namely an effective way in which the government could communicate with the citizens, and an effective way in which South Africa could be marketed to the international community. The minister rejected Modisanes plan when she submitted it to him for approval on the basis that he was not involved in its formulation. Modisane could not understand this as, in terms of the new policy and regulatory framework for the public service, the responsibility and competency to make decisions regarding plans to achieve the policy objectives of government are devolved to the administrative heads of the departments. She tried to engage the minister on the question of the political administrative relationship regarding the running of GCIS with a view to achieving its objectives in an effective and efficient manner. Modisane indicated that, as the administrative head, it was her responsibility to put in place measures to achieve the objectives of GCIS. The ministers role in this regard was to provide political leadership with regard to the vision and policy direction of the department. However, the minister was adamant that, as the political head, he should have been involved throughout the formulations of the strategic plan for the GCIS as he was the one who would ultimately face parliamentary wrath if anything went wrong. Modisane was disappointed by the attitude of the minister. She felt that he involved himself too much in the details of administration, and that this made innovation and dynamic system of governance difficult. The misunderstanding between the minister and the CEO resulted in a serious conflict that impacted negatively on the efficient and effective running of the department. Having realised that her plan could not be implemented without the political support of the minister, Modisane eventually decided to quit her position as CEO in the public service, as she felt that the ministers involvement in the day-to-day administrative activities of GCIS made a mockery of the new policy and regulatory framework which emphasizes management autonomy

Discussion questions:

1. Considering the human resource management environment, what changes were brought about by the amended legislation?

2. What were the implications for managers considering the legislative changes?

3. Summarize, in no more than 250 words, what Modisane was most upset by.

4. Reflect on how the political/administrative interface influences human resource management.