PUB4868 ASSIGNMENT 4 2025
DISCLAIMER: THIS IS NOT AN OFFICIAL GUIDE FROM UNISA. THE REPORT IS
NOT PREPARED NOR APPROVED BY UNISA, RATHER REPRESENTS A
POSSIBLE SOLUTION TO THE TASK CONSISTENT WITH THEORY OF PUB4868.
THIS REPORT IS INTENDED TO ASSIST STUDENTS IN GETTING STARTED WITH
THEIR ASSIGNMENT, AND IN NO CASE THIS DOCUMENT SHOULD BE USED
FOR CHEATING. WE BELIEVE THIS WILL BE A GOOD STARTING POINT AS IT
WAS PREPARED BY OUR TEAM OF PROFESSIONAL PRIVATE TUTORS WHO
ARE EXPERTS IN THE FIELD, AND IT WAS PREPARED USING VARIOUS
SOURCES. ANY SIMILARITY WITH ANY EXISTING THEORY OR DISCUSSION BY
OTHER AUTHORS IS EXCUSED. THE AUTHORS HOWEVER DO NOT CLAIM
MONOPOLY TO KNOWLEDGE HENCE MODIFICATION OF THE ANSWERS
CONTAINED IN THIS FRAMEWORK MAY NOT BE PROHIBITED AS IT
CONTRIBUTES TO EXPANSION OF KNOWLEDGE. FOR ANY FURTHER
GUIDELINE ABOUT THE INFORMATION CONTAINED HERE AND THE MODULE
IN GENERAL, CONTACT PASSMATE TUTORIALS.
WE ASSIST WITH OTHER MODULES INCLUDING:
ECSs, FACs, MACs, MNGs, INTs, TRLs, HMEMS, PRMs, PROs, MNBs, DSC, QMI,
MNMs, MNO, MNPs, FIN, PUBs, MNMs, RESEARCH among others.
WE OFFER CLASSES, ASSIGNMENT GUIDELINES, EXAMINATION
PREPARATION, RESEARCH AND RESEARCH PROPOSALS, DISSERTATION
EDITING etc.
OTHER THAN UNISA, WE ALSO ASSIST STUDENTS AT VARIOUS INSTITUTIONS
INCLUDING MANCOSA, REGENT, REGEYNESES, BOSTON, STADIO, OLG, UJ,
UP etc
For any enquiries the following numbers can be used for calling, sms, whatsapp and
telegram
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717 513 144 or
email
,PUB4868 ASSIGNMENT 4 2025
TITLE: Report on Compliance with the Legislative and Regulatory Framework
Governing Human Resource Practices in South Africa within the Department of
Human Settlements (DHS)
Introduction
Being the new Human Resource Manager at the Department of Human Settlements
(DHS), it was brought to my attention that the department is not yet in full compliance
with the legislative and regulatory environment that guides human resource (HR)
practices in South Africa. This report is a detailed assessment of the department's
current level of compliance with this important framework. It will critically assess
applicable legal tools and policy papers, ascertain their specific implications for HR
management in a public sector agency such as the DHS, and provide a strategic path
to complete compliance and enhance the department's overall strategic human
resource capabilities. Effective HR management, rooted in strict observance of
national law and regulation, is not only a legal necessity but a fundamental
requirement of public institutions to fulfill their fundamental obligation of delivering
quality goods and services in a proper and efficient way to the citizens whom they
serve.
Understanding the Public Service Human Resource Management Context
Public management is a dynamic and responsive calling that is ever summoned to
adjust to various environmental forces. These forces demand flexible public managers
while at the same time demanding unyielding responsibility to the citizens—or
"consumers"—that they serve. Above all, unlike their private sector counterparts,
public institutions do not aim to make money from the offering of services. Instead,
their profound obligation is to provide goods and services that seek to benefit the
welfare and well-being of the citizenry. This entails continuous striving for success by
"doing the right things" (effectiveness) "in the right way" (efficiency) to gain the
satisfaction of all the stakeholders. The nature and quality of the service delivery must
be appropriate, at the right price, at the right time, and in the right place.
Lastly, success in any public institution, such as the Department of Human
Settlements, is very much dependent on its human capital – the people (staff) who
knowingly engage with one another in the attainment of organizational goal.
, PUB4868 ASSIGNMENT 4 2025
While brilliant policies, robust institutional structures, and modern technology are vital,
their impact can be undermined if the wrong people are employed, employees are not
properly motivated, or adequate training opportunities are neglected. Therefore,
human resources are unequivocally recognized as playing an indispensable role in the
realization of a public institution’s vision, mission, and strategic objectives.
The overarching vision for the South African public service, articulated in the White
Paper on the Transformation of the Public Service (1995), expresses a deep
commitment to continuously improving the lives of South Africans through a
transformed public service. This vision envisions a public service that is inherently
representative, coherent, transparent, efficient, effective, accountable, and highly
responsive to the needs of all citizens. This ethos further dictates that the public
service should be guided by a spirit of service, dedicated to providing services of
excellent quality to all South Africans in an unbiased and impartial manner. It must be
geared towards development and the tangible reduction of poverty, based on the
maintenance of fair labour practices for all public service employees irrespective of
their race, gender, disability, or class. Furthermore, it highlights a commitment to
effective training and career development for all employees, emphasizing a goal- and
performance-oriented, efficient, and cost-effective approach. The vision also promotes
an integrated, coordinated, and decentralized structure, coupled with consultative and
democratic internal procedures, fostering openness to popular participation,
transparency, honesty, and accountability, while always respecting the rule of law and
fidelity to the Constitution.
Building upon this broader public service vision, the government adopted a specific
vision for the management of human resources, documented in the White Paper on
Human Resource Management in the Public Service (1997). This vision aims for
human resource management in the Public Service to result in a "diverse, competent
and well-managed workforce; capable of and committed to delivering high-quality
services to the people of South Africa".
To realize these visions, the government outlined a mission for the public service in
the White Paper on the Transformation of the Public Service (1995), which centers on
"the creation of a people-centred and people-driven public service, which is
characterised by equity, quality, timeousness and a strong code of ethics". The Ministry
DISCLAIMER: THIS IS NOT AN OFFICIAL GUIDE FROM UNISA. THE REPORT IS
NOT PREPARED NOR APPROVED BY UNISA, RATHER REPRESENTS A
POSSIBLE SOLUTION TO THE TASK CONSISTENT WITH THEORY OF PUB4868.
THIS REPORT IS INTENDED TO ASSIST STUDENTS IN GETTING STARTED WITH
THEIR ASSIGNMENT, AND IN NO CASE THIS DOCUMENT SHOULD BE USED
FOR CHEATING. WE BELIEVE THIS WILL BE A GOOD STARTING POINT AS IT
WAS PREPARED BY OUR TEAM OF PROFESSIONAL PRIVATE TUTORS WHO
ARE EXPERTS IN THE FIELD, AND IT WAS PREPARED USING VARIOUS
SOURCES. ANY SIMILARITY WITH ANY EXISTING THEORY OR DISCUSSION BY
OTHER AUTHORS IS EXCUSED. THE AUTHORS HOWEVER DO NOT CLAIM
MONOPOLY TO KNOWLEDGE HENCE MODIFICATION OF THE ANSWERS
CONTAINED IN THIS FRAMEWORK MAY NOT BE PROHIBITED AS IT
CONTRIBUTES TO EXPANSION OF KNOWLEDGE. FOR ANY FURTHER
GUIDELINE ABOUT THE INFORMATION CONTAINED HERE AND THE MODULE
IN GENERAL, CONTACT PASSMATE TUTORIALS.
WE ASSIST WITH OTHER MODULES INCLUDING:
ECSs, FACs, MACs, MNGs, INTs, TRLs, HMEMS, PRMs, PROs, MNBs, DSC, QMI,
MNMs, MNO, MNPs, FIN, PUBs, MNMs, RESEARCH among others.
WE OFFER CLASSES, ASSIGNMENT GUIDELINES, EXAMINATION
PREPARATION, RESEARCH AND RESEARCH PROPOSALS, DISSERTATION
EDITING etc.
OTHER THAN UNISA, WE ALSO ASSIST STUDENTS AT VARIOUS INSTITUTIONS
INCLUDING MANCOSA, REGENT, REGEYNESES, BOSTON, STADIO, OLG, UJ,
UP etc
For any enquiries the following numbers can be used for calling, sms, whatsapp and
telegram
CONTACT PASSMATE TUTORIALS @061 262 1185/068 053 8213/0717 513 144 or
,PUB4868 ASSIGNMENT 4 2025
TITLE: Report on Compliance with the Legislative and Regulatory Framework
Governing Human Resource Practices in South Africa within the Department of
Human Settlements (DHS)
Introduction
Being the new Human Resource Manager at the Department of Human Settlements
(DHS), it was brought to my attention that the department is not yet in full compliance
with the legislative and regulatory environment that guides human resource (HR)
practices in South Africa. This report is a detailed assessment of the department's
current level of compliance with this important framework. It will critically assess
applicable legal tools and policy papers, ascertain their specific implications for HR
management in a public sector agency such as the DHS, and provide a strategic path
to complete compliance and enhance the department's overall strategic human
resource capabilities. Effective HR management, rooted in strict observance of
national law and regulation, is not only a legal necessity but a fundamental
requirement of public institutions to fulfill their fundamental obligation of delivering
quality goods and services in a proper and efficient way to the citizens whom they
serve.
Understanding the Public Service Human Resource Management Context
Public management is a dynamic and responsive calling that is ever summoned to
adjust to various environmental forces. These forces demand flexible public managers
while at the same time demanding unyielding responsibility to the citizens—or
"consumers"—that they serve. Above all, unlike their private sector counterparts,
public institutions do not aim to make money from the offering of services. Instead,
their profound obligation is to provide goods and services that seek to benefit the
welfare and well-being of the citizenry. This entails continuous striving for success by
"doing the right things" (effectiveness) "in the right way" (efficiency) to gain the
satisfaction of all the stakeholders. The nature and quality of the service delivery must
be appropriate, at the right price, at the right time, and in the right place.
Lastly, success in any public institution, such as the Department of Human
Settlements, is very much dependent on its human capital – the people (staff) who
knowingly engage with one another in the attainment of organizational goal.
, PUB4868 ASSIGNMENT 4 2025
While brilliant policies, robust institutional structures, and modern technology are vital,
their impact can be undermined if the wrong people are employed, employees are not
properly motivated, or adequate training opportunities are neglected. Therefore,
human resources are unequivocally recognized as playing an indispensable role in the
realization of a public institution’s vision, mission, and strategic objectives.
The overarching vision for the South African public service, articulated in the White
Paper on the Transformation of the Public Service (1995), expresses a deep
commitment to continuously improving the lives of South Africans through a
transformed public service. This vision envisions a public service that is inherently
representative, coherent, transparent, efficient, effective, accountable, and highly
responsive to the needs of all citizens. This ethos further dictates that the public
service should be guided by a spirit of service, dedicated to providing services of
excellent quality to all South Africans in an unbiased and impartial manner. It must be
geared towards development and the tangible reduction of poverty, based on the
maintenance of fair labour practices for all public service employees irrespective of
their race, gender, disability, or class. Furthermore, it highlights a commitment to
effective training and career development for all employees, emphasizing a goal- and
performance-oriented, efficient, and cost-effective approach. The vision also promotes
an integrated, coordinated, and decentralized structure, coupled with consultative and
democratic internal procedures, fostering openness to popular participation,
transparency, honesty, and accountability, while always respecting the rule of law and
fidelity to the Constitution.
Building upon this broader public service vision, the government adopted a specific
vision for the management of human resources, documented in the White Paper on
Human Resource Management in the Public Service (1997). This vision aims for
human resource management in the Public Service to result in a "diverse, competent
and well-managed workforce; capable of and committed to delivering high-quality
services to the people of South Africa".
To realize these visions, the government outlined a mission for the public service in
the White Paper on the Transformation of the Public Service (1995), which centers on
"the creation of a people-centred and people-driven public service, which is
characterised by equity, quality, timeousness and a strong code of ethics". The Ministry
