Orientation: There is overwhelming research on job satisfaction and work engagement as it relates to the private sector when compared with the public sector. Noting differences between the two sectors, the undeniable importance of the latter and that its employees are central to service delivery the dynamics of the concepts must be understood comprehensively. This study aims to add to this body of knowledge.Research purpose: To determine the level of job satisfaction and work engagement at National Treasury, and whether job satisfaction is a significant predictor of work engagement.Motivation for the study: South African Government’s financial performance, which is largely the responsibility of National Treasury is unsatisfactory. As this responsibility is carried out by its employees, noting that job satisfaction and work engagement are some of the more recognised antecedents for employee performance, these need to be understood as the first step towards intervention.Research approach/ design and method: A quantitative approach was followed wherein two questionnaires were administered via online census survey to all employees (n = 1189). Data collected were analysed using the mean and the frequency polygon. Multiple linear regression was conducted using Statistical Package for Social Sciences (SPSS).Main findings: Somewhat low levels of job satisfaction and work engagement were observed. Multiple linear regression has confirmed that job satisfaction is a predictor of work engagement (R2 = 49.1%). It was also discovered that non-monetary aspects of the former such as communication and access to promotional opportunities are significant predictors while pay is not.Practical / managerial implications: Job satisfaction, which relates to a focused state of work engagement, can also be harnessed through non-monetary aspects of the job.Contribution/ value added: The study provided insight into the level of job satisfaction and engagement at National Treasury and reinforced the sentiment that satisfied employees tend to be vigorous, dedicated and absorbed.
This study rests on the suggestions of the Department of National Treasury (2019), Kaneva (2011) and Mugo and Misiani (2017) that an appropriately functioning central treasury, which would be the National Treasury in the case of South Africa, is critical to the efficient management of public finances in accordance with applicable financial legislation (Republic of South Africa, 1999) and the national brand, as evidenced by investor confidence amongst other considerations (Fetscherin, 2010). Kaneva (2011) defined national branding as the ability of a government to influence its nation's brand image in a manner that promotes foreign interest and trust. Anholt (2006) proposed six dimensions of the nation-brand hexagon, namely investment and immigration, export, governance, culture and heritage, tourism and people. Of these, investment and immigration, export and governance which would include financial governance and stability are within the direct control of a country's central treasury department (Department of National Treasury, 2019). In support and detailing its mission statement, the Department of National Treasury (2015) stated:[T]he National Treasury supports economic growth and development, good governance, social progress and rising living standards through the accountable, economic, efficient, equitable and sustainable management of South Africa's public finances, maintenance of macroeconomic and financial sector stability, and effective financial regulation of the economy. (p. 4)The National Treasury is, thus, mandated to provide a financial management consultancy service to broader government including the control over the implementation of the national budget in Purpose: National Treasury plays a significant role in the country's branding, and its employees are responsible for carrying out its functions. Internal branding empowers management to appropriately manage employee performance. The study aimed to determine whether internal branding practices are appropriately applied at the National Treasury, provide a non-technical reference to internal branding, and determine whether it is a predictor of employee performance.Design/methodology/approach: A quantitative approach was followed wherein two questionnaires were administered to all employees of the National Treasury (n = 1189), a response rate of 42.1% (n = 501) was achieved. Data were analysed using Statistical Package for the Social Sciences 25 (SPSS).Findings/results: Internal branding practices are somewhat appropriately applied (m = 5.819). First-and second-order internal brand identity are provided as a non-technical reference. Internal branding has been determined to be a predictor of individual work performance (r = 0.531, p < 0.005).Practical/managerial implications: Literature suggests that there exists very little research on internal branding with a particular focus on the public sector when compared to that relating to the private sector. This study aimed to create awareness of the concept and highlight its importance to National Treas...
Background: The study rests on the idea that the National Treasury (NT) impacts direct service delivery at the country level through its budget preparation and budget implementation monitoring processes. Both processes are meant to ensure that departments are appropriately resourced, and should, therefore, be able to achieve objectives contained in their performance plans. The study focuses on the service quality provided by the NT in performing these functions.Aim: To provide insights on the level of service quality provided by NT to national government departments and the role of expectations in its measurement.Setting: The study was conducted in Pretoria, and respondents were employees in the Administration Division of national government departments.Methods: The study followed a quantitative approach and used primary data which was collected between October and December 2019. The mean (µ), standard deviation (SD), gap analysis, one-way analysis of variance (ANOVA) and Scheffe’s test as a post-test were the key statistical techniques used.Results: Service quality was found to be appropriate based on both the SERVQUAL and SERVPERF models. More positive results are however observed when service expectations are excluded as guided by the latter. Service expectations were found to be an unstable factor in the measurement of service quality.Conclusion: An online service quality review system to be established by NT in support of the New Public Management movement. The NT to ensure that external marketing media, which impact service expectations, are realistic.
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