PUB3702
Assignment 3 Semester 1
PORTFOLIO
Due April 2026
, 1. Management perspective of the human resource function in the
public sector
Assuming that the human resource function also has a management
perspective, what does this imply?
When the human resource function is viewed from a management perspective, it
implies that human resource management is not merely an administrative or support
activity, but a core managerial responsibility that contributes directly to the achievement
of organisational goals in the public sector.
From a management perspective, human resource management involves planning,
organising, leading and controlling human resources so that public organisations can
deliver services effectively, efficiently and ethically (Van der Westhuizen and Wessels,
2011). This means that managers at all levels are responsible for managing people, not
only the human resource office.
In the public sector, this perspective emphasises that employees are a strategic
resource that must be developed, motivated and managed in line with constitutional
values, public accountability and service delivery objectives. For example, line
managers in a government department are expected to manage performance, support
training, deal with discipline and promote ethical conduct, even though these functions
are supported by the human resource unit.
The management perspective therefore implies that human resource management is
integrated into overall public management and decision making, rather than operating in
isolation as a purely technical function (Cloete, Wissink and De Coning, 2018).
Assignment 3 Semester 1
PORTFOLIO
Due April 2026
, 1. Management perspective of the human resource function in the
public sector
Assuming that the human resource function also has a management
perspective, what does this imply?
When the human resource function is viewed from a management perspective, it
implies that human resource management is not merely an administrative or support
activity, but a core managerial responsibility that contributes directly to the achievement
of organisational goals in the public sector.
From a management perspective, human resource management involves planning,
organising, leading and controlling human resources so that public organisations can
deliver services effectively, efficiently and ethically (Van der Westhuizen and Wessels,
2011). This means that managers at all levels are responsible for managing people, not
only the human resource office.
In the public sector, this perspective emphasises that employees are a strategic
resource that must be developed, motivated and managed in line with constitutional
values, public accountability and service delivery objectives. For example, line
managers in a government department are expected to manage performance, support
training, deal with discipline and promote ethical conduct, even though these functions
are supported by the human resource unit.
The management perspective therefore implies that human resource management is
integrated into overall public management and decision making, rather than operating in
isolation as a purely technical function (Cloete, Wissink and De Coning, 2018).
