Appendix 3-Typical Regional Organogram of SANRAL 224
3.4 Data Collection Methods
3.4.1 Measuring Instruments
3.4.1.2 Interviews
b) Design of the Interview
This study has adopted a semi-structured style of interview, since it will provide the respondents with some closed questions, but will rely on data posed from a general discussion leading from the closed discussion.
Five closed questions that are relevant to the study will be asked at the interview.
It is expected that verbal lead on will direct the study further.
c) Number of Respondents
In order to gain a deeper understanding of the research problem, it was decided, that four subjects be interviewed. The respondent's chosen are as follows:
• Two from the Eastern Regional Office-Senior and Middle Management.
• Two from Head Office- HR Executive and Middle Management in HR Division.
d) Pre-Interview
An electronic mail seeking an audience with the respondent was sent out to all four subjects. This invitation contained the nature of the interview, and requested a confirmation as to whether this was acceptable or not. All four respondents indicated telephonically and verbally that they would be willing to participate in the study.
The interviewee was also informed to indicate whether a recording of the interview was possible. The respondents were also assured of confidentiality and that their opinions and remarks would not be misquoted or used out of context.
e) Post Interview: Data Collection, Data Capturing and Analysis
The data collected from the interviews was done by means of tape-recording the interviews, and by making short notes during the interview process. The data was used interchangeably, during the discussion of the case in Chapter Four as well during the discussion of the findings in Chapter Five. Some of the data was also
used to reach recommendations to the problem and is found in Chapter Six. A recorded transcript of these interviews could not be achieved due to the expense and the technicality of this process, which was outside the capability of the researcher.
3.5 Summary of Chapter
The approach to this study in terms of the research philosophy adopted by the researcher as well as the research strategy chosen was discussed in dept. The merits of the various measuring instruments and methods of data collection were also discussed in this Chapter and reasons given for the final choice.
These instruments lend credibility to the investigation as the results so obtained were free from bias, improper data collection and were valid reliable given the circumstances.
The choice of the sample was discussed. The formation of the questionnaire and the interview, and the limitations thereof, were brought to attention of the reader.
Chapter Five will provide the results, analysis and the interpretation of the case study, interview and questionnaire. However, prior to this, it is necessary to seek an understanding of the organisation itself, and event or factors contributing to the state of the organisation. Chapter Four that follows aims to do this
Chapter Four- Background of Organisation 4.1 Introduction
In order to examine the role of human resources management in the SANRAL and its contribution or significance to the organisations strategies it is necessary to understand some of the contributing factors that have impacted on this role.
One of the major impacts has been the traditional role of HR Management in the workplace. Always seen as playing a secondary role to more important processes within the organisation, the belief by senior management as to its significance has seen HR Management relegated to the bottom of the list of priorities. This is no more visible than it is in a Government environment.
Many employees, including the CEO and most of the senior management team were ex-Government employees. SANRAL was also created to serve as an implementation arm of Government and operates as an organ of state. Therefore the impact and the role of HR on the public service is reviewed first and foremost as this sets the scene of what is to follow. This will also allow for a better understanding as to why SANRAL's management has adopted its current stance to the strategic role of HR.
Finally the creation of the SANRAL organisation is discussed. The information provided here allows for the reader to understand "why" the organisation was created, its structure and its role. At this point, however, how the organisation functions and operates and it subsequent impact on human resources is excluded as this forms a part of the researcher's findings in Chapter Five.
4.2 Brief History of the Government of South Africa
4.2.1 Pre-Democracy Period
Prior to the democratic general elections in 1994 the House Assembly, representing the White minority population of South Africa, occupied the seat of power in Parliament. Minority Coloured and Indian people were allowed "limited participation" in the rule of the country via regulated powers through the House of Representatives and House of Delegates, respectively and this apartheid Government was commonly referred to as the Tri-cameral Party system1. The majority of the Black population was totally excluded from this Parliament. They were governed through State-run Institutions, Departments and Homeland Based systems
4.2.2 Typical Government structures in the Apartheid Government"
The Government ruled and controlled the country and the various sectors of the economy via its powerful National Departments. The Provincial Governments and Local Authorities also assisted the National Departments. National Ministers, accountable directly to the Prime Minister and State President, were appointed to each National Department, and they presided over a hierarchical structure that comprised their Department.
The Tri-cameral Party system gave rise to the creation of individual Departments for each population group. For example Whites, Coloureds and Indians each had a Department that catered for Social Welfare needs of their population group only. Blacks also had a separate Department catering for their needs.
These structures extended through almost every sector of Government creating a duplication of services and the number of civil servants four-fold. This placed a huge burden on the financial resources of Government.
Of more concern were the side effects resulting out of this system. One of these was the impact it was creating on the public service12, chapter 5. Each race group began developing their own style of working and interacting with its own
members of the population, and a unique and different working culture within each public service was unwittingly or not, fostered by this system. This further entrenched and divided the population.
A structure that comprised many organisational layers was common. Given the great number of people employed by all the Departments, an hierarchical structure with its bureaucratic style actually ensured that the wheels of the organisation kept on turning, albeit at a huge cost with the questions of efficiency and effectiveness thrown in for good measure?'p.15.