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CHAPTER 2 Literature review
Introduction
This chapter seeks to examine what researchers have explored and reported on in the issues of human resource development, curriculum alignment of emerging middle managers to strategic objectives and the Human Resource Development Strategy (HRDS) of South Africa. In order to supplement the collected primary data of curriculum alignment of emerging middle managers and the official documentation, a literature review on the Human Resource Development Strategy (HRDS) of South Africa and the EMDP will be carried out. The secondary sources used in this study include the internet, intranet, unpublished dissertations and theses, books, articles in journals and speeches (media briefings). The literature review will consider a variety of views from a number of authors in the field of human resource development and emerging middle management training and in particular, management and leadership will be analysed and shared.The review begins by focusing mainly on the curriculum of the EMDP and its alignment to the Human Resource Development Strategy for the South African Public Service. The chapter will expound on general observations and findings from the review process of the Human Resource Development Strategy (HRDS),policy frameworks, and the quality of emerging management training as well as planning and development for alignment. The review further assesses discrepancies between education, training and labour needs.In this study, the literature on issues such as the EMDP, HRD, HRD Strategy, management and leadership and aligning curriculum to strategy, will be consulted. Literature such as government documents on the Middle Management Competency Framework including feeder competencies, Department of Public Service and Administration (DPSA) policy frameworks for HRD, Reconstruction and Development Programme (RDP) White paper of 1994, Growth Employment and Redistribution Strategy (GEAR), Accelerated and Shared Growth Initiative for South Africa (ASGISA), as well as national and international literature on emerging and middle management training will be consulted as key documents. Under the next section the review is classified in the following parts, namely: the definition of Human Resource Development (HRD) and why it exists, general observations and findings from the review process, policy frameworks, organisational structures, quality of training, planning and management, HRD in the global context with particular reference to the millennium development goals, an overview of the evolution of perspectives on HRD in the United Nations General Assembly, HRD needs in the African context, a key set of strategic priorities, the need for an expanded definition of HRD, an alignment of HRD with South Africa’s development agenda, the review of PALAMA’s 2005 strategic plan, HRDS and the curriculum of the Emerging Management Development Programme of PALAMA, consultation with social partners and conclusion.
What is human resource development (HRD)?
HRD refers to formal and explicit activities that enhance the ability of all individuals to reach their full potential (HRD-SA, 2010-2030:7). In any country, the enhancing of skills, knowledge and abilities of individuals to improve the productivity of people in their areas of work, whether formal or informal is known as HRD. Increased productivity and improvements to the skills base in a country supports economic development, as well as social development. The central national concern is to accelerate development so that there is a match between supply and demand for human resources, especially with regard to the emerging middle managers who are the leaders of tomorrow in the Public Service. HRD is about taking purposeful action to increase the aggregate levels of skills in the workforce so that we can maximise opportunities for individuals, thereby benefiting society as a whole (HRD-SA, 2010-2030:7).This HRD strategy is a call to action by all its citizens. Its primary purpose is to mobilise multi-stakeholder participation, and to encourage individuals and organisations to take on the challenge of improving the human resource stock, for example, the emerging middle managers of our nation.
The need for an expanded definition of Human Resources Development
The orthodox conceptual definitions of HRD largely have a tendency to focus only on approaches that are aimed at utilising skills development and supply to promote economic growth. While the promotion of economic growth is a pre-eminent objective for HRD in South Africa, it certainly does not constitute the sole objective of our development agenda. The history of South Africa and the persistence of residual prejudices and inequalities compel us to always be vigilant of issues related to constitutional values, good citizenship and an explicit commitment to wider development objectives as enshrined in the 1996 Constitution. Consequently, a conception of HRD that is focused on narrowly defined economic objectives would sit at odds with South Africa’s development discourse (HRD-SA, 2010-2030:10).The Human Resource Development Strategy is purposefully located within an expansive conception of HRD. A conception that accounts for the imperatives that derives from our economic, social and wider development agendas. The Human Resource Development Strategy acknowledges that the contribution of each individual to South Africa’s development agenda is a function of both ability and agency (leadership). The productivity of each individual is determined by, among others, his or her technical skills, the extent to which his or her basic needs are met, values and orientation, social inclusion, and a commitment to advancing the public good (HRD-SA, 2010-2030:11). The primary goal of the HRDS is to contribute to human development. The strategic priorities and interventions that make up the strategy are explicitly designed to respond to economic, social and wider development imperatives that affect in this case, an emerging middle manager.
Alignment of Human Resources Development with South
Africa’s development agenda Since the dawn of democracy, various prescripts, (policies and strategies) of the South African government have identified the development of adequate human resources to meet the development priorities of the country as a key strategic priority. Some of the policies and strategies will be identified here. The Reconstruction and Development Programme (RDP) identified HRD as one of the five core programmes to drive the implementation of reconstruction and development in South Africa:”The Government’s economic policies require human resource development on a massive scale. Improved training and education are fundamental to higher employment, the introduction of more advanced technologies, and reduced inequalities. Higher labour productivity will be the result of new attitudes towards work and especially new skills in the context of overall economic reconstruction and development. New and better management skills are urgently required”. (Reconstruction and Development Programme (RDP), White paper, 1994:33).
INDEX
CHAPTER 1
1.1 INTRODUCTION
1.2 BACKGROUND AND RATIONALE TO THE STUDY
1.2.1 Background to the study
1.2.2 Rationale to the study
1.3 PROBLEM STATEMENT AND HYPOTHESIS
1.4 THE OBJECTIVE OF THE RESEARCH
1.5 MOTIVATION FOR THE RESEARCH
1.6 SCOPE OF RESEARCH
1.6.1 Time dimension
1.6.2 Hierarchical dimension
1.6.3 Geographical dimension
1.7 RESEARCH METHODS AND DESIGN
1.7.1 Research methodology
1.7.2 Population
1.7.3 Sample selection
1.7.4 Data collection and analysis
1.8 CLARIFICATION OF KEY CONCEPTS
1.8.1 Emerging Management Development Programme (EMDP)
1.8.2 Human Resource Development Strategy for the Public Service
1.8.3 Curriculum
1.8.4 Training and development
1.8.5 Learning
1.8.6 Competence
1.8.7 Competency framework
1.8.8 Quality
1.8.9 Unit standard
1.8.10 Modules
1.8.11 Learning programme
1.8.12 Qualification
1.9 SEQUENCE OF STUDY
1.10 CONCLUSION
CHAPTER 2
2.1 INTRODUCTION
2.2 WHAT IS HUMAN RESOURCE DEVELOPMENT (HRD)?
2.2.1 The need for an expanded definition of Human Resources Development
2.2.2 Alignment of Human Resources Development with South Africa’s development agenda
2.2.3 Department of Public Service and Administration (DPSA) policy frameworks for Human Resources Development
2.2.4 Shortcomings of organisational structures for Human Resources Development
2.2.5 Quality of Human Resources Development training
2.2.6 Planning and management of Human Resources Development
2.2.7 Human Resources Development in the global context with particular reference to the millennium development goals
2.2.8 The evolution of perspectives on Human Resources Development in the United Nations General Assembly
2.2.9 Human Resources Development needs in the African context
2.3. WHY A HUMAN RESOURCES DEVELOPMENT STRATEGY FOR SOUTH AFRICA?
2.3.1 General observations and findings from the Human Resources Development Strategy review process
2.3.2 Key set of Human Resources Development strategic priorities
2.3.3 Human Resources Development Strategy and the curriculum of the Emerging Management Development Programme
2.4 THE REVIEW OF PALAMA’S 2005 STRATEGIC PLAN
2.4.1 A proper alignment of training intervention and training needs and objectives
2.4.2 A proper management of the relationship with clients where training is/was provided
2.4.3 Planning for impact
2.4.4 Productivity improvement and not only certification
2.4.5 Sustainability of the training programme (EMDP)
2.4.6 Consultation with social partners
2.5 CONCLUSION
CHAPTER 3
3.1 INTRODUCTION
3.2 THE MIDDLE MANAGEMENT COMPETENCY FRAMEWORK
3.2.1 Basic elements of the Middle Management Competency Framework (MMCF)
3.2.2 The competency dictionary
3.2.3 Proficiency display
3.2.4 Roles and associated competencies
3.2.5 Implementation activities
3.2.6 Training and development
3.3 COMPETENCY BASED TRAINING AND DEVELOPMENT
3.4 EMDP ALIGNMENT WITH COMPETENCY MODELS AND LEARNING FRAMEWORKS
3.5 CURRICULUM APPROACH FOR ALIGNMENT
3.6 EMERGING MIDDLE MANAGER SKILLS IN THE PUBLIC SERVICE VERSUS SERVICE DELIVERY
3.7 PRE-CONDITIONS FOR TRAINING AND DEVELOPMENT FOR EMERGING MIDDLE MANAGERS TO BE EFFECTIVELY AND EFFICIENTLY IMPLEMENTED
3.8 CURRENT MIDDLE MANAGEMENT TRAINING AND DEVELOPMENT PROVISION
3.8.1 The curriculum of the Emerging Management Development Programme (EMDP) in conceptual perspective
3.8.2 Content and document analysis of the curriculum: an Emerging Management Development Programme (EMDP) perspective
3.8.3 Emerging Management Development Programme (EMDP) curriculum alignment analysis
3.8.4 An analysis of the Emerging Management Development Programme (EMDP)’s context
3.8.5 An analysis of the Human Resources Development Strategy (HRDS) content: a strategic perspective
3.8.6 Analysis of the Emerging Management Development Programme (EMDP) curriculum to establish to
what extent it is aligned to the Human Resource Development Strategy
3.9 PRESENT HUMAN RESOURCE DEVELOPMENT CHALLENGES IN THE PUBLIC SECTOR
3.10 THE IMPLICATIONS OF HUMAN RESOURCES DEVELOPMENT STRATEGY (HRDS) UTILITARIAN DISCOURSES FOR THE EMERGING MANAGEMENT DEVELOPMENT PROGRAMME (EMDP) CURRICULUM
3.11 CONCLUSION
CHAPTERS 4
4.1 INTRODUCTION
4.2 FOCUS OF THE RESEARCH
4.3 RESEARCH QUESTION EXPLAINED
4.3.1 What are the main directives in the Human Resource Development Strategy (HRDS) for the Public Service regarding management development in general, and the gaps in the design and development of the Emerging Management Development Programme (EMDP) in particular?
4.3.2 How does the design and development of the current Emerging Management Development Programme (EMDP) meet the strategic vision for management development as envisioned in the Human Resource Development Strategy (HRDS)for the Public Service?
4.4 EVALUATION OF THE EMERGING MANAGEMENT DEVELOPMENT PROGRAMME (EMDP) LEARNING MATERIALS
4.4.1 Course design
4.4.2 Content selection
4.4.3 Organization and presentation
4.4.4 Accessibility and layou
4.4.5 Media integration
4.4.6 Assessment
4.4.7 Learner guide
4.4.8 Facilitator guide
4.4.9 Supplementary material
4.4.10 Gender, language, race and disability
4.5 THE ELEARNING APPROACH TO THE EMERGING MANAGEMENT DEVELOPMENT PROGRAMME (EMDP) CURRICULUM
4.6 CONCLUSION
CHAPTERS 5
5.1 INTRODUCTION
5.2 SUMMARY OF THE STUDY
5.3.1 The Emerging Management Development Programme (EMDP) curriculum
5.3.2 Addressing the hypothesis
5.4 PROPOSALS
5.5 PROPOSALS FOR FURTHER RESEARCH
5.6 CONCLUSION
LIST OF REFERENCES
