3. Electronic Theses and Dissertations (ETDs) - All submissions

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    Information technology governance implementation in a South African public sector agency: institutional influences and outcomes
    (2015) Njenge, Yandisa Lusapho
    Information technology (IT) governance, which embodies how organisations arrange and manage their IT assets, continues to be of interest to those involved in the research and practice of information systems (IS). Most of the interest is because of the positive relationship between IT governance and organisational performance. Organisations are increasing their IT expenditure, which results in increased expectations by stakeholders. Public sector organisations have also gradually recognised the importance of IT governance to successful implementation of mandates, but the research conducted globally to understand how IT governance is actually implemented in the public sector has been limited. A case study of ENTDEV (a public sector agency) was used to explore how IT governance implementation takes in a public sector organisation. The case study sought to understand how institutional influences (e.g. regulative, normative and cultural-cognitive) play a role in IT governance adoption and the selection of IT governance mechanisms, how IT governance implementation actually takes place and what IT outcomes are achieved as a result of the implementation - using institutional theory, IT governance mechanisms framework, and the IT outcomes framework, as lenses. The case study identified regulatory influences as playing a role in IT governance adoption, and also uncovered the role of the Chief Information Officer (CIO) as important. Normative and culture cognitive influences were seen as not playing a role at the IT governance adoption stage. Regulatory and normative influences and the CIO have an influence in the implementation of IT governance mechanisms. The skills and capacity of people involved in implementing IT governance mechanisms, together with the positioning and organisation’s perception of IT are some of the issues that impact on IT governance implementation. The study recognised cost effective use of IT and improved compliance as the immediate IT outcomes as a result of IT governance implementation. Strategy enablement outcomes are recognised over time. Informed by the empirical evidence and literature, a framework for IT governance implementation in public sector organisations is conceptualised as a contribution to theory. It is envisaged that the framework may be used by public sector institutions to improve their understanding of IT governance and subsequently improve how they implement IT governance.
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    Leadership and innovation at the Department of Justice and Constitutional Development
    (2015) Mashologu, Thembakazi
    The South African government is having a problem when it comes to innovative leaders due to many contributing factors that constrain the managers within the public sector. The concept of the service delivery requires leaders that are innovative that will take the public sector to the next level. It is, therefore, essential that public employees, in particular managers, be innovative in order to manage public sector duties effectively. The leader is fundamental in planning, leading and controlling resources to ensure effective service delivery. Public Administration does not operate in isolation, but is exposed to environmental factors such as political, economy, social, technological, environmental and legal. These factors require that public officials, the leadership in particular, display a higher ability to analyse and scrutinise these factors because leadership has an influence on internal departmental operations. The intentions of the South African government by 2030 as stated on the National Development Plan (NDP). The NDP shows intentions that require leaders who will lead in a creative and innovative way as the issues that have to be tackled by 2030 are issues that are in a way concerned with service delivery. The Department of Justice and Constitutional Development (DOJ&CD) is one of the departments in South Africa that striving to be best performers in the public sector. However, there is a gap that needs to be identified into why it is not amongst the top performers within the public sector. The methodology used in this study takes the form of in depth interviews with questionnaire designed to identify and measure the leadership and innovation at the DOJ&CD. The study analyzed leadership and innovation, particularly the management leadership, by scrutinizing managers at the higher courts and regional office in Gauteng. Interviews with managers were used to determine the leadership and innovation of managers to lead the higher courts in Gauteng. The study showed that there is a need for the leaders within the public service to be innovative in their areas of responsibilities.
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    Outsourcing the internal audit function : a survey of the South African public and private sectors
    (2011-12-12) Yasseen, Yaeesh
    Organisations are constantly striving to maximise shareholder wealth by improving effectiveness and efficiency of operations. There has been an emerging trend since the early 1980‟s to outsource functions which were considered non-core. These trends have now moved into the internal audit sphere, a function which was previously maintained in-house. With the outsourcing of Internal Audit Functions issues such as independence and the value adding approach of internal audit are brought into question. This paper explores similarities and differences between public sector internal auditing and its counterpart in the private sector in South Africa. Using survey data collected from a purposive mix of 72 organisations in the South African private and public sector, the degree of internal audit outsourcing, the rationales behind their outsourcing decisions, the types of internal audit services providers, the perceived status of in-house and the perception of Independence of outsourced Internal Audit Functions were investigated. Results from statistical analysis suggest that there was no significant difference in the consideration of outsourcing of Internal Audit Function by sector. The private sector was significantly more likely to consider internal audit a core activity when compared to the public sector while the public sector were more uncertain. No significant differences were observed between sectors with regards to interaction with external auditors in terms of coordination of areas of audit coverage and work schedule. Private companies were significantly more likely to have longer hours provided by interval service providers relative to outside providers when compared to the public sector. The biggest difference appears to be that private companies chose a big 4 accounting firm more often than in the government sector. Conversely the government sector had a higher frequency of choosing smaller accounting firms and specialised internal audit providers when compared to the private sector. The value of this research study contributes to the existing body of knowledge by means of bridging the gap between the theory and practice from a developing economy xvi and emerging market perspective, by highlighting the different perspectives of Internal Audit practice. Challenges that face this developing economy that are of particular interest when considering the sourcing arrangements of the Internal Audit Function, are events (political, social and economical) that have occurred in South Africa during the past 15 years. The public sector element is unique to other studies that were undertaken in South Africa.
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    Challenges in the implementation of retention policy in the Department of Home Affairs
    (2011-11-24) Machethe, Maemo Peter
    Retention of personnel should form and remain part of the core business of all government institutions which intend to remain competitive in the world where swords of war on talent continue to erode the public sector. The aim of the research was to unmask and understand the challenges on implementation of retention policy within the department of Home Affairs. A qualitative study was undertaken and literature review on retention, staff turnover, labour turnover, talent and manpower was conducted. Relevant secondary data were searched and interviews undertaken with senior and middle managers of the Department responsible for policy development and implementation, constituting the main source of primary data. The research revealed that most senior and middle managers in the Department are not aware of the existence of the Department„s retention policy and thus contribute to its non-implementation. Challenges on implementation of the policy were also found to be associated with poor leadership, emotions and lack of defined skills needs, lack of communication and a poorly co-ordinated approach towards the implementation process. Retention is a critical factor to success and each organisation has to develop a systematic approach to address turnover challenges based on its unique needs.
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