an evaluation of the recruitment and selection policy and practice in ...

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LIST OF APPENDICESPAGEAppendix A Questionnaire for Incumbents 117Appendix B Questionnaire for Line Managers and 123Human Resource Managers(Including the Policy Checklist)Appendix C Recruitment and Selection Policy of DWAF 133Appendix D Response to open-ended questions 145xi
CHAPTER 1PROBLEM STATEMENT AND DEFINITION OF CONCEPTS1.1 INTRODUCTIONWhat is the most important asset in an organisation? The criteria on which toanswer this question must be determined by the competitive advantage thatsuch an asset can provide. Capital, equipment, market readiness, land, cheaplabour and human resources are all contenders. Smit and Cronje (1982:350)claim that it is people who give life to an organisation and that they can beregarded as an organisation’s most important resources. Covey (1997:182)agrees, stating that people attain the highest value in an organisation, becausethey are the programmers – who produce everything else at the personal,interpersonal, managerial and organisational levels.Grier (1999:122) explains that the economic turbulence, globalisation,technology, changing demographic, and differences in workforce values havecreated almost unprecedented environmental uncertainty. In these conditionshuman resources is one of the few factors over which organisations have ameasure of control, thus reinforcing human resources as a distinctive factor forcompetitive advantage. This automatically implies that other factors areconditional for entry into competition. Johnson and Scholes (2002:480) statethat the possession of resources, including people, does not guarantee strategicsuccess. However, the way these resources are deployed, managed, controlledand, in the case of people, motivated to create competence in those activitiesand business processes needed to achieve competitive advantage, differentiatethe mediocre from the market leaders.The Public Service can be regarded as the largest organisation within a countrywith the most secure resource base. It has a predetermined budget with thegovernment on its side. Its purpose is to develop, implement, monitor, evaluateand to police policy. The Transformation White Paper of South Africa suggeststhat the competitive advantage of the Public Service is its service delivery. All1
Page 2 and 3: DECLARATIONI, Heinrich F.W. Mettler
Page 4 and 5: ACKNOWLEDGEMENTSThe success I have
Page 6 and 7: CHAPTER 2THE DRIVE TOWARDS SERVICE
Page 8 and 9: CHAPTER 5POLICY ANALYSIS5.1 INTRODU
Page 10 and 11: LIST OF FIGURESPAGEFigure 2.1 Strat
Page 14 and 15: esources should enhance the Public
Page 16: The mission of DWAF is to serve the
Page 19 and 20: competition and sound labour relati
Page 21 and 22: 1.8 OUTLINE OF THE CHAPTERSChapter
Page 23 and 24: • Combating Corruption.Holdsworth
Page 25 and 26: Hutton (2001:24) remarks that it is
Page 27 and 28: • Value for money - Public Servic
Page 29 and 30: • Introduce greater mobility to e
Page 31 and 32: 2.7 HUMAN RESOURCE MANAGEMENTIn the
Page 33 and 34: 2.8 RECRUITMENT AND SELECTIONRecrui
Page 35 and 36: CHAPTER 3RECRUITMENT AND SELECTION3
Page 37 and 38: • ensure that legal requirements
Page 39 and 40: easons that the essence of this leg
Page 41 and 42: The purpose of a company’s recrui
Page 43 and 44: Policy referralNeed assessmentYESAp
Page 45 and 46: Change equals opportunity and the d
Page 47 and 48: This document assists recruiters in
Page 49 and 50: professional in exercising their re
Page 51 and 52: • Advertisements - the most widel
Page 53 and 54: The line manager, with assistance o
Page 55 and 56: venue should also create a favourab
Page 57 and 58: that it measures acquired competenc
Page 59 and 60: Some of the more popular ways of ad
Page 61 and 62: 3.6.19 Step 19: ReportingITO Focus
Page 63 and 64:
The focus of this step, which is pa
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description or possible explanation
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• How does the policy of the (DWA
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questionnaire for line managers com
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due to the restructuring of the org
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occurrence was translated into a pe
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Secondly the policy is instrumental
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Question 4: Does the policy state o
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Yes, the policy does include DWAF
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Question 18: Does the policy state
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Step 6: PlanningThe policy does not
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est candidate. There is no referenc
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CHAPTER 6PRESENTATION AND ANALYSIS
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participating Line managers are 33
Page 91 and 92:
Table 6.5: ApprovalInvolvement in L
Page 93 and 94:
Table 6.7: Panel demographicsDescri
Page 95 and 96:
or were in training. In summary all
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ecruitment and selection policy. Ad
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advertisement must specify the comp
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Table 6.17: Notification of the uns
Page 103 and 104:
Table 6.20: Competency assessmentPs
Page 105 and 106:
(23 percent used exclusively and 54
Page 107 and 108:
Table 6.24: Accurate job informatio
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• I was frustrated because I had
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The comments of HR managers overlap
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The second most popular recommendat
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Table 6.30: Recommendations from li
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where we began short-listing and we
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The four sub-problems have been dea
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system. This is possible due to the
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• Train competency assessment spe
Page 125 and 126:
Department of Water Affairs and For
Page 127 and 128:
Kador, J. 1997. The managers book o
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Appendix AQuestionnaire1. Which rec
Page 131 and 132:
9. Was the selection panel represen
Page 133 and 134:
20. In terms of the testing which o
Page 135 and 136:
Appendix BQuestionnaire for Line Ma
Page 137 and 138:
6. Which candidates enjoyed prefere
Page 139 and 140:
15. How many panelists were active
Page 141 and 142:
Language of test proficient - in li
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Policy evaluation- Section BLiterat
Page 145 and 146:
Appendix CDEPARTMENT OF WATER AFFAI
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7. POLICY PROVISIONS7.1 ADVERTISING
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competencies which have been identi
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• Finalise short-list after conta
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a) The completion of an application
Page 155 and 156:
) a temporary increase in work occu
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Appendix DRespondents biggest frust
Page 159 and 160:
12. I don’t know how the selectio
Page 161:
17. All panel members need to spend
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