The change from a politically-sanctioned racial segregation opened support of another popularity based administration which was an overwhelming procedure at all levels. In South Africa, the positive policies to turnaround the economy of the country came along with cadre deployment policy which advocates for ANC party loyalists to occupy a prominent position in the public sector. This political patronage via state jobs leads to poor institutional quality or performance of the nation as a whole. Focusing on the significant association between the demands of economic growth and expansion, this paper assesses the effects of the cadre deployment policy against performance management in the public sector. It presents a proposed framework based on the control theories illustrating how cadre deployment and performance management can contribute to the current knowledge of the African academic and administrative environment. The article adopted an extensive review of literature which was premised on various document sources that inform cadre deployment, Auditor General Reports, Annual Reports and relevant literature on the subject. Results of this study showed that cadre deployment exacerbated corruption, poor procurement systems and wasteful expenditure and the deteriorating State of Local Government.  The article calls for the review and the changes of the authoritative structure governing local municipalities in order to supplement Section (152) of the Constitution of the Republic of South Africa. The article further directs the ANC led government to revise the cadre deployment policy to combat the challenges of severe skills shortage and poor service delivery in various municipalities across the country as a result of nepotism, politicization and hiring unqualified labour.

Orientation: Although researchers have discovered many of the beneficial and positive consequences of job engagement, little is known about the multitude of antecedent factors that lead to employee engagement such as personality.Research purpose: The aim of the study was to investigate the relationship between the big five personality traits and job engagement among municipal workers.Motivation for the study: The motivation of this study is to examine the relationship between personality and psychological conditions. It was premised on previous research that personality is associated with many employees’ behaviours.Research approach/design and method: The present study employed a quantitative, cross-sectional research design by using a questionnaire on a sample of 403 district municipal workers in the Eastern Cape province, South Africa.Main findings: The study findings show that openness to experience, conscientiousness, extraversion and agreeableness had a positive relationship with job engagement, whereas neuroticism has a negative relationship with job engagement. Municipalities and educational qualifications had an impact of job engagement.Practical/managerial implications: The study recommends managers to switch from an intervention-based focus to a selection-based focus as municipalities can maximise their resources by being able to better predict job success early in the selection process as opposed to trying to maximise the performance on a continual basis through interventions.Contribution/value-add: This study adds to an understanding of the influences of personality on work outcomes such as job engagement, giving areas for exploration in coaching or feedback interviews based on personality assessment.

Orientation: The relationship between psychological capital (PsyCap) and organisational citizenship behaviour (OCB) is important to establish especially in the South African public hospitals where the quality of healthcare services have been reported to have deteriorated.Research purpose: The purpose of this study was to examine the relationship between psychological capital and organisational citizenship behaviour among nurses in the public hospitals.Motivation for the study: There is crisis in the public nursing sector as nurses are reported to be working under pressure as a result of increased workload and responsibilities beyond their scope of practice (in terms of doing the work that they are not trained for and more work than they can handle), in addition to rapidly changing work environments.Research approach, design and method: The present study follows a quantitative cross-sectional design using a questionnaire on a sample of 228 nurses from public hospitals in the Eastern Cape Province, South Africa.Main findings: The findings of the study confirm that psychological capital has a significant positive relationship with organisational citizenship behaviour.Practical/managerial implications: The study recommends management to recognise the area of OCB in the public hospitals and work in nurturing and retaining those nurses capable of displaying such behaviours.Contribution/value add: The study validates aspect of reciprocity of the Social exchange theory. Nurses with high levels of hope, self-efficacy, resilience and optimism showed reciprocity through the display of OCBs. The study also validates the aspect of job resources in eroding job demands from the Job demands resources model.

This study aims to investigate the influence of employee engagement strategies on organisational citizenship behaviour within the retailing banking industry. A survey design was used to realise the research objectives. The sample population was 180 employees of the retail banking sector in Amatole District. A self-designed questionnaire on employee engagement was used as a measuring instrument together with Gallup's workplace audit questionnaire and Organisational Citizenship Behaviour Measure designed by Podsakoff and MacKenzie (1994). Stratified sampling was used to select respondents. Data was analysed with the SPSS version 19.0. The study identified the chain relationship between employee engagement strategies and organisational citizenship behaviours using the social exchange theory. Results showed that employee engagement leads to increased display of organisational citizenship behaviour by employees. In addition, employee engagement was found to be in itself a form of behavioural transformation, which had effects on the employee involved. . Identified engagement strategies include working conditions, home life balance and wellness among others.