Abstract
M.Tech.
Globalisation and the advent of new technology have tremendously changed the role of the HR practitioner in both the public and private sectors. Traditionally, in the public sector, the role of HR practitioner was reactive and focused on operational matters and maintenance, such as salary and leave processing. With changes in technology, the HR practitioner is no longer considered to be an agent for the sole purpose of hiring and firing employees in the public sector. This changing role of an HR practitioner requires an in-depth analysis of its effectiveness. This is because there is a resurgence of interest in the pre-eminence of people management skills and the major strategic role HR practitioners can play in the public sector.
The purpose of this study was to investigate how HR practitioners can add value to government service delivery and be recognised as strategic role players. The study used qualitative research method and used focus groups for data collection. The participants were drawn from three departments in the South African public sector. The study found that the implications for the changing role of HR practitioners from operational to strategic involve: retraining and empowerment of staff; change management; and reduction in administrative roles.
The study recommended that the role of the HR practitioner in public sector be strategic and not limited to the nuances of ad hoc assignments. This assertion stems from the research findings that the HR practitioner has a major role to play in effecting change, and therefore must be regarded as a strategic role player. The study concluded that the role of HR practitioners is critical and the public sector cannot meet its organisational goals should this role be undermined.