Original Research

Employee perceptions of organisational design interventions in the public sector

Mehauhelo Melaletsa, Mark Bussin, Emmerentia N. Barkhuizen
SA Journal of Human Resource Management | Vol 21 | a2145 | DOI: https://doi.org/10.4102/sajhrm.v21i0.2145 | © 2023 Mehauhelo Melaletsa, Mark Bussin, Emmerentia N. Barkhuizen | This work is licensed under CC Attribution 4.0
Submitted: 19 October 2022 | Published: 03 August 2023

About the author(s)

Mehauhelo Melaletsa, Department of Industrial Psychology and People Management, College of Business and Economics, University of Johannesburg, Johannesburg, South Africa
Mark Bussin, Department of Industrial Psychology and People Management, College of Business and Economics, University of Johannesburg, Johannesburg, South Africa
Emmerentia N. Barkhuizen, Department of Industrial Psychology and People Management, College of Business and Economics, University of Johannesburg, Johannesburg, South Africa; and Centre for Work Performance, College of Business and Economics, University of Johannesburg, Johannesburg, South Africa

Abstract

Orientation: Public Sector Departments (PSD) play an essential role in rendering services for public welfare. Unfortunately, PSDs are slow to adapt to change and apply the required interventions to ensure sustainable service delivery and performance to the broader society.

Research purpose: The objective of this study was to explore employee perceptions of organisational development interventions in a selected public sector organisation.

Motivation for the study: Research on Organisation Design (OD) interventions in the public sector remains scarce despite its strategic importance.

Research approach/design and method: A qualitative approach was utilised to obtain semi-structured interview data from a purposive sample of management (N = 15) from a selected Public Sector Institution. Theme analyses were applied to illicit themes for the data gathered.

Main findings: The findings showed that employees had negative experiences of OD in the department. The participants highlighted various factors constraining the effective implementation of OD interventions, such as a lack of consultation, communication and role clarity, poor change management, planning and time management.

Practical/managerial implications: The findings highlighted the importance of management creating inclusive workplace cultures with opportunities for proper dialogue with subordinates to prevent resistance against change. Organisation design stakeholders can further benefit from role clarification and training to ensure that change initiatives are properly assembled in support of organisational strategies.

Contribution/value-add: This research adds to the limited body of empirical knowledge on OD interventions within the public sector.


Keywords

change management; consultation; organisational development; interventions; public sector.

JEL Codes

J24: Human Capital • Skills • Occupational Choice • Labor Productivity

Sustainable Development Goal

Goal 8: Decent work and economic growth

Metrics

Total abstract views: 1447
Total article views: 1035

 

Crossref Citations

1. An organisational development framework for enhanced public sector performance
Mehauhelo Melaletsa, Mark Bussin, Emmerentia N. Barkhuizen
Acta Commercii  vol: 23  issue: 1  year: 2023  
doi: 10.4102/ac.v23i1.1112