Paper Details

Name: Polycarpe Feussi
Country: India

Year: 2026
Volume: Volume No: 13, Issue No: 1, Year: 2026
Page Number: 283-295
DOI: https://doi.org/10.5281/zenodo.20454997

ABSTRACT
The HRM of the South African public sector is based on the implementation of progressive laws that were enacted with the intent to enhance efficiency and equity; however, the political interference, haphazard application and lack of accountability result in diminishing the effectiveness of HRM in this sector. This study aims to evaluate the effectiveness of the HRM practices that are in place in South Africa's public sector and to identify any impediments to performance and transformation by conceptually reviewing HRM practices in the public sector. This study employs a non-empirical conceptual approach by using a systematic literature review to identify conceptual gaps and guide future research and practice, through an analysis of 20 or more peer-reviewed academic texts with regard to key areas of HRM practice, including recruitment and selection, training and development, equal opportunities and performance management, to evaluate the effectiveness of these HRM practices in the South African public sector. The results indicate that although the public sector has a number of solid legal frameworks in place governing HRM practices such as recruitment, training and development, equal opportunity and performance management, political interference, inadequate enforcement, ill-planning and inconsistent application continue to impede the implementation of those HRM practices and undermine professionalism, equity and service delivery. Consequently, there is an urgent need for strategic reforms in HRM so that HRM can be implemented more effectively and equitably in the South African public sector and thus create a high-performing, ethical and competent public sector in South Africa. The study concludes that to increase the effectiveness of HRM implementation in the public sector, strategic reform is needed and future empirical studies are needed to investigate differences in HRM effectiveness between regions and departments.
Keywords: HRM; Performance Management; Policy Implementation; Public Sector; South Africa;