Employee perceptions of organisational design interventions in the public sector

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.