Dr A S Pelser , Dr M T Morokwane, Prof A M F Pelser, Prof A Litheko
Abstract
This paper examines the impact of politicisation on talent management (TM) systems within the South African public sector, with a specific focus on the City of Johannesburg. In contexts marked by political appointments, nepotism, and job insecurity, TM practices often deviate from principles of fairness, transparency, and meritocracy. These dynamics threaten institutional trust, staff morale, and the overall effectiveness of governance.
Methods: The study adopts a qualitative case study design grounded in an interpretivist paradigm. Seventeen municipal employees from diverse strata within the City of Johannesburg were purposively sampled and interviewed using semi-structured interview protocols. The data were analysed thematically, drawing on both inductive insights and deductive codes informed by organisational justice theory and social exchange theory. Document triangulation with municipal HR materials and official reports was also conducted to contextualise and validate findings.
Findings: The analysis reveals that political interference in human resource processes undermines procedural fairness, weakens perceptions of distributive and interactional justice, and erodes the psychological contract between employees and the municipality. This contributes to diminished motivation, disengagement, and institutional mistrust. Participants described TM systems as opaque, politically compromised, and lacking legitimacy. The findings underscore an urgent need for policy reform to restore merit-based HR practices, enhance transparency, and rebuild employee trust in TM systems.
Methods: The study adopts a qualitative case study design grounded in an interpretivist paradigm. Seventeen municipal employees from diverse strata within the City of Johannesburg were purposively sampled and interviewed using semi-structured interview protocols. The data were analysed thematically, drawing on both inductive insights and deductive codes informed by organisational justice theory and social exchange theory. Document triangulation with municipal HR materials and official reports was also conducted to contextualise and validate findings.
Findings: The analysis reveals that political interference in human resource processes undermines procedural fairness, weakens perceptions of distributive and interactional justice, and erodes the psychological contract between employees and the municipality. This contributes to diminished motivation, disengagement, and institutional mistrust. Participants described TM systems as opaque, politically compromised, and lacking legitimacy. The findings underscore an urgent need for policy reform to restore merit-based HR practices, enhance transparency, and rebuild employee trust in TM systems.