Transformation as a catalyst for development: the SARS case
Date
2011-03-10
Authors
Adesanya, Adeola
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Abstract
Pre-1994, the politics of exclusion manifested itself as apartheid and permeated
South Africa (SA) both organisationally at micro-level and nationally at macrolevel.
Post 1994, several attempts have been made at correcting this inequality
and injustice and this precipitated the adoption of a new agenda of
transformation, at both organisational and national levels. Transformational
change was necessary in order to vigorously address the exclusionary legacy of
apartheid.The purpose of this study was to determine if transformational change is
developmental. Its focus is the South African Revenue Services (SARS). SARS
was chosen as a case study because the process has matured a great deal and
SARS has recorded success in exceeding targets set by the Finance Minister.
The transformational process at SARS happened in phases with a series of small
steps of success rather than leaps and bounds. One of the key findings of the study is that transformational change results in
development but also that the process of transformational change is in itself
developmental. In the case of SARS, there was an effort to develop required
competencies of staff that remained after transformation. It was also established that despite the developmental nature of transformation,
staff retention is a challenge at the end of the process because people are quite
dynamic and therefore fluid in nature. To that end the study recommends that
any process of transformation should pay attention to staff and their needs, in
order to retain them after the process. If staff members are multi-skilled in the
process, their newly acquired skills should be maximised by providing the
necessary enabling environment in every manner (physical et al) that constantly
challenges the staff members for growth.
Description
M.M. - P&DM
Keywords
Transformation, South African Revenue Service