IS THE SOUTH AFRICAN PUBLIC SERVICE READY TO EMBRACE GLOBALIZATION: INTRODUCTION(1)

INTRODUCTION(1)

The main normative function of public human resource management is to ensure the provision, training, utilisation and maintenance of sufficient numbers of competent, dedicated, committed public service personnel with an impeccable work ethic and who are responsible for effective, efficient and community-oriented public service delivery. If the training function is neglected, the nature of public service delivery will be deficient and counter-productive to achieving the general welfare, as the ultimate objective of public service. In this context, the management and utilisation of public human resources in a globalised setting poses a challenge.

Since governments are collaborating at a global level for improved public service delivery, the public service is obliged to co-operate effectively and efficiently at an international level, in order to comply with the normative principles contained in section 195 of the South African Constitution Act 108 of 1996, as well as with the 8 Batho Pele Principles for community-oriented public service delivery. The following are the principles: consultation, service standards, access, courtesy, information, openness and transparency, redress and value for money. The successful implementation of the normative criteria as stipulated in the Constitution and in the Batho Pele Principles has to be preceded by the acquisition by public officials of relevant and applicable skills (Mhone, & Edigheji, 2003:78).

Public human resource management is a dynamic field and has been evolving rapidly over the past decades. This paper focuses on the impact of globalisation on human resource management policies in the South African Public Service. In particular, the paper examines the existing human resource management policies as well as the practices of the South African public service against the background of the global community and globalisation (Coetzee, 2001:520).

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