Original Research

An organisational development framework for enhanced public sector performance

Mehauhelo Melaletsa, Mark Bussin, Emmerentia N. Barkhuizen
Acta Commercii | Vol 23, No 1 | a1112 | DOI: https://doi.org/10.4102/ac.v23i1.1112 | © 2023 Mehauhelo Melaletsa, Mark Bussin, Emmerentia N. Barkhuizen | This work is licensed under CC Attribution 4.0
Submitted: 19 October 2022 | Published: 24 November 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 organisations (PSOs) are continuously scrutinised for their inability to deliver required services to the broader society. Organisational development (OD) appears to be the solution for improved service performance in PSOs.

Research purpose: The main objective of this study was to develop an OD framework that could support long-term performance in a selected PSO.

Motivation for the study: Integrated OD frameworks that can effectively guide the sustainable performance of PSOs are yet forthcoming in Southern Africa.

Research design, approach 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 participants perceive a misalignment between OD interventions and the performance imperatives of the PSO department. The participants highlighted several components that should be part of the OD framework to enhance performance. These included accurate diagnosis and evaluation, leadership and management development, operational factors (i.e. structure, processes and alignment), communication, inclusivity and profiling of employees.

Practical/managerial implications: The study highlights the importance of management competence in driving OD interventions. The framework furthermore provides a guideline for management to implement change interventions to achieve the organisation’s strategic objectives.

Contribution/value-add: A framework is presented that is specifically aimed at providing practical guidance for the design of OD interventions in PSOs.


Keywords

change management; leadership competence; OD interventions; performance management; public sector.

JEL Codes

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

Sustainable Development Goal

Goal 8: Decent work and economic growth

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