Perceived Strategic Human Resource Development Activities and Barriers to Enhanced Performance of Public Sector Employees in Swaziland
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Date
2014
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Abstract
The pressure on governments to improve their performance has reached a new level of intensity, and calls for leaders to rise to the challenge to make improvements in public sector performance. Strategic human resource development (SHRD), with its focus on proactive change management, can help governments survive in an increasingly global, unstable, and competitive environment. Public sector employee performance has been a subject of interest for decades, yet, still remains critical to realizing optimum performance. Against such a background, improving public sector employee performance is no longer a choice but a fiscal reckoning. Market analysts have argued that 80% of the organization’s worth is contained in its human capital. The purpose of the research was to explore and describe the different SHRD activities while explaining and predicting the relationship between selected demographic characteristics and perceived barriers to enhanced performance. A comparative survey of the perceptions of both the supervisors and subordinates was conducted. The research took a quantitative approach, thus, data collection was through the use of a closed-ended questionnaire designed for both supervisors and employees in the Swaziland Civil Service. The questionnaire was reviewed by a panel experts and peers to ensure content validity. The SPSS program was used to analyse the data using correlation, regression, t-test, ANOVA and reliability analysis. The results were expected to provide a basis for enhancing public sector employee performance through the effective implementation of strategic human resource development strategies that will ensure the best use of Swaziland's human resource in a holistic manner.
The pressure on governments to improve their performance has reached a new level of intensity, and calls for leaders to rise to the challenge to make improvements in public sector performance. Strategic human resource development (SHRD), with its focus on proactive change management, can help governments survive in an increasingly global, unstable, and competitive environment. Public sector employee performance has been a subject of interest for decades, yet, still remains critical to realizing optimum performance. Against such a background, improving public sector employee performance is no longer a choice but a fiscal reckoning. Market analysts have argued that 80% of the organization’s worth is contained in its human capital. The purpose of the research was to explore and describe the different SHRD activities while explaining and predicting the relationship between selected demographic characteristics and perceived barriers to enhanced performance. A comparative survey of the perceptions of both the supervisors and subordinates was conducted. The research took a quantitative approach, thus, data collection was through the use of a closed-ended questionnaire designed for both supervisors and employees in the Swaziland Civil Service. The questionnaire was reviewed by a panel experts and peers to ensure content validity. The SPSS program was used to analyse the data using correlation, regression, t-test, ANOVA and reliability analysis. The results were expected to provide a basis for enhancing public sector employee performance through the effective implementation of strategic human resource development strategies that will ensure the best use of Swaziland's human resource in a holistic manner.
The pressure on governments to improve their performance has reached a new level of intensity, and calls for leaders to rise to the challenge to make improvements in public sector performance. Strategic human resource development (SHRD), with its focus on proactive change management, can help governments survive in an increasingly global, unstable, and competitive environment. Public sector employee performance has been a subject of interest for decades, yet, still remains critical to realizing optimum performance. Against such a background, improving public sector employee performance is no longer a choice but a fiscal reckoning. Market analysts have argued that 80% of the organization’s worth is contained in its human capital. The purpose of the research was to explore and describe the different SHRD activities while explaining and predicting the relationship between selected demographic characteristics and perceived barriers to enhanced performance. A comparative survey of the perceptions of both the supervisors and subordinates was conducted. The research took a quantitative approach, thus, data collection was through the use of a closed-ended questionnaire designed for both supervisors and employees in the Swaziland Civil Service. The questionnaire was reviewed by a panel experts and peers to ensure content validity. The SPSS program was used to analyse the data using correlation, regression, t-test, ANOVA and reliability analysis. The results were expected to provide a basis for enhancing public sector employee performance through the effective implementation of strategic human resource development strategies that will ensure the best use of Swaziland's human resource in a holistic manner.
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Keywords
Public Sector Performance, Strategic Human Resource Development, Strategic Human Resource Management, Perceived Barriers, Public Sector Performance, Strategic Human Resource Development, Strategic Human Resource Management, Perceived Barriers