Transformation as a catalyst for development: the SARS case

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.