{"id":143473,"date":"2022-07-04T14:43:38","date_gmt":"2022-07-04T09:13:38","guid":{"rendered":"https:\/\/www.regenesys.net\/reginsights\/?p=143473"},"modified":"2022-08-18T17:41:42","modified_gmt":"2022-08-18T12:11:42","slug":"the-impact-of-poor-policy-implementation-by-the-government-of-the-republic-of-south-africa-on-service-delivery","status":"publish","type":"post","link":"https:\/\/www.regenesys.net\/reginsights\/the-impact-of-poor-policy-implementation-by-the-government-of-the-republic-of-south-africa-on-service-delivery","title":{"rendered":"The Impact of poor Policy Implementation by the Government of the republic of South Africa of Service Delivery"},"content":{"rendered":"<h2><strong>INTRODUCTION<\/strong><\/h2>\n<p>A policy is a set of guidelines that a government or organisation uses to achieve rational outcomes. It is a statement of intent and is a basis for making decisions, in politics, economics, or business entity. It is imperative for government to use policies to solve societal problems through effective service delivery, support government institutions and encourage active citizenship.(Hill &amp; Varone ,2017)<\/p>\n<p>Public policy features include:<\/p>\n<ul>\n<li>Which approaches to use to realise them<\/li>\n<li>The goals for their formulation<\/li>\n<li>Contents for the policy<\/li>\n<li>Tools contained in the policy for easy implementation<\/li>\n<\/ul>\n<p>Policies are therefore intended to achieve goals and purposes intended, which ultimately helps to solve societal challenges. Policy may also be used to correct an undesirable situation (discipline), improve an existing suboptimal situation or motivation of employees. (Almeida &amp; Gomes, 2018).<\/p>\n<p>The Republic of South Africa also uses different public policies which are sarcastically referred to as the best in Africa and better than in most countries world-wide. This sarcasm is a result of poor and many a time\u00a0 non-implementation of these policies. Public policies focus on a specific sphere of society e.g., health, education, safety and security etc. thus, poor implementation of these policies by almost all government departments and institutions are the main stumbling blocks to good service delivery in South Africa. A policy uses tools or instruments in the content to resolve challenges or target certain outcomes in the public sector. Tools normally used are taxes, regulations, services, budgets, information or grants.<\/p>\n<p>The question still hoovering the minds of many South Africans is whether the government can meet the envisaged 2030 Millennium Development Goals within a spate all the challenges it faces as a result of this poor implementation of the very instruments that were meant to realise these goals. Challenges facing South Africa include poverty, crime, unemployment to mention but a few. What happened to the Reconstruction and Development Policy (RDP), Growth Employment and Redistribution, Accelerated and Shared Growth Initiative in\u00a0 South Africa (ASGISA), and New Partnership for Africa\u2019s Development? All these policies had good intentions to resolve the many issues the country faces but, does the lack of visible progress as a result of the construction of these policies? To the contrary, the main issue leading to failure of all these good , well composed policies was caused by only one thing, poor implementation of these policies.<strong>\u00a0<\/strong><\/p>\n<h2><strong>SERVICE DELIVERY PROTRESTS<\/strong><\/h2>\n<p>Since the year 2019, South Africa has experienced many service delivery protests by communities in municipalities. The protests are mainly as a result of lack of water, issues with sanitation, lack of electricity supply, poor maintenance of the road infrastructure and many more community grievances. The Municipal Systems Act (MSA), Municipal Structures Act and the Municipal Finance Management Act (MFMA) are good policies with good intentions that if followed to the letter, could help municipalities to avoid many of the protests they face almost monthly. Municipalities however, annually receive negative audit reports most of which resulting from non-adherence to policy stipulations as demanded by the MFMA. This negatively affect the budget allocation to municipalities. Municipalities fail to follow the policy on supply chain management.<\/p>\n<p>South Africa experienced almost over 900 service delivery protests in just six months according to SA Police minister, Mr. Bheki Cele in response to a parliamentary question from\u00a0 the Freedom\u00a0 Front Plus Member of Parliament (MP) Mr. SF Du Toit. All these, as a result of no implementation of available policies by municipalities. Poor implementation of policies like<\/p>\n<p>the White Paper on Local Government (1998) which emphatically entrust\u00a0 municipalities with the right to have access to adequate sources of revenue so that they may be financially viable. This enables them to undertake responsibilities assigned to them. Failure to do this will undermine their financial viability.<\/p>\n<h2><strong>POLICY AND SUPPLY CHAIN MANAGEMENT<\/strong><strong>\u00a0<\/strong><\/h2>\n<p>Public expenditure of budgets allocated to municipalities need to prioritise solving of problems experienced by these entities.(Park, Park &amp; Maher, 2018) Since resources are scarce, municipalities need to use financial resources efficiently. This is in order to satisfy as many unlimited needs of society. Municipalities use a mechanism called supply chain management(SCM). A Supply Chain Management policy is a system to manage the procurement and deployment of goods and services for solving of problems experienced within an organisation like a municipality.(Amber,2016). This mechanism is useful in enhancing service delivery in the public sector. However, questions often asked by communities is whether municipal officials follow correct SCM Policy guidelines? Often corruption is the buzz word used to express poor implementation of policies on SCM. \u00a0SCM policies can actually enhance service delivery capabilities of municipalities.<\/p>\n<p>Although a number of studies have been conducted on the concept of SCM in both the private and public sectors, there does not seem to be any work done on the impact and challenges of implementing an SCM policy in the public sector, much less within the context of law enforcement.<\/p>\n<p><strong>Skills needed by policy makers<\/strong><strong>\u00a0<\/strong><\/p>\n<p>As we continue to try <u>improving<\/u> service delivery within our public sector, it is very imperative that we look at equipping the staff that will be responsible with the implementation of policy for that to become more effective in their roles.<\/p>\n<p>Understanding the goals of the policy will help the implementers understand the expectations and capabilities required so one can align themselves to the objectives. There are various skills that we can teach these individuals which are given below but not limited to the ones suggested:<\/p>\n<ul>\n<li>Data analysis \u2013 ability to dissect complex information and interpret it<\/li>\n<li>Critical thinking and creativity \u2013 good thinking, questioning of information and being innovative can be used to aid decision making especially in an environment where less supervision is required<\/li>\n<li>Persuasive communication \u2013 Learn how to convey information in a clear and engaging manner both written and verbal<\/li>\n<li>Collaboration \u2013 have an understanding of working in groups and how best to manage output of each member<\/li>\n<li>Research \u2013 ability to conduct independent research through in-depth reading and collection of information<\/li>\n<\/ul>\n<h2><strong>TIPS FOR CREATING AND IMPLEMENTING EFFECTIVE POLICY MANAGEMENT IN SOUTH AFRICA <\/strong><\/h2>\n<p>The could be more effective and efficient community engagement by involving a wider base of relevant stakeholders who may be, directly or indirectly involved.<\/p>\n<p>A greater level of consultation with stakeholder will create a more inclusive culture tp policy adoption and enabled more buy-in to the policy formulation and implementation processes.<\/p>\n<p>The policies need to be linked to the Integrated Development Plan to ensure that the policy creates the inputs which are correctly transformed into the key deliverable areas to ensure the best possible outcome is attained.<\/p>\n<p>There need to be clearly defined obligations for all the parties involved in the policy development and execution to ensure the effective and efficient policy execution.<\/p>\n<p>The policies need to be realistic linked to the Integrated Development Plan to ensure that the policy creates the inputs which are correctly transformed into the key deliverable areas to ensure the best possible outcome is attained.<\/p>\n<p>More training around policy making could be implemented from a secondary school level to ensure the links and integration of policies to grow the country and terms of delivering the key strategic outcomes.<\/p>\n<p>Key strategies to enhance policy implementation and enforcement include\u00a0building community members&#8217; and local leaders&#8217; understanding of their responsibilities in implementing community conservation policies and increasing the capacity of government policies.<\/p>\n<p>References<br \/>\nAdler, A. &amp; Seligman, M.E.P., 2016, \u2018Using wellbeing for public policy: Theory, measurement, and recommendations\u2019, International Journal of Wellbeing 6(1), 1\u201335. https:\/\/doi.org\/10.5502\/ijw.v6i1.429<\/p>\n<p>Almeida, L.D.A. &amp; Gomes, R.C., 2018, \u2018The process of public policy: Literature review, theoretical reflections and suggestions for future research\u2019, EBAPE.BR 16(3), 444\u2013455. https:\/\/doi.org\/10.1590\/1679-395164108<\/p>\n<p>Ambe, I.M., 2016, \u2018Insight into supply chain management in a municipal context\u2019, Public and Municipal Finance 5(2), 20\u201329. https:\/\/doi.org\/10.21511\/pmf.5(2).2016.02<\/p>\n<p>Ambe, I.M. &amp; Badenhorst-Weiss, J.A., 2011, \u2018Managing and controlling public sector supply chains\u2019, viewed 23 December 2018, from IntechOpen.com.<\/p>\n<p>Ambe, I.M. &amp; Badenhorst-Weiss, J.A., 2012, \u2018Supply chain management challenges in the South African public sector\u2019, African Journal of Business Management 6(44), 11003\u201311014. https:\/\/doi.org\/10.5897\/AJBM12.360<\/p>\n<p>Batley, R. &amp; Mcloughlin, C., 2015, \u2018Engagement with non-state service providers in fragile states: Reconciling state-building and service delivery\u2019, Development Policy Review 28(2), 131\u2013154. https:\/\/doi.org\/10.1111\/j.1467-7679.2010.00478.x<\/p>\n<p>Beltagui, A., Sigurdsson, K., Candi, M. &amp; Riedel, J.K.C.H., 2017, \u2018Articulating the service concept in professional service firms\u2019, Journal of Service Management 28(3), 593\u2013616. https:\/\/doi.org\/10.1108\/JOSM-10-2015-0299<\/p>\n<p>Bizana, N., Naude, M.J. &amp; Ambe, I.M., 2015, \u2018Supply chain management as a contributory factor to local government service delivery in South Africa\u2019, Journal of Contemporary Management 12, 664\u2013683.<\/p>\n<p>Blecher, E., Thomas, K., Smith, L., De Villiers, P. &amp; Muradzikwa, S., 2013,\u00a0<em>Economics<\/em>, 2nd edn., Oxford University Press Southern Africa, Cape Town.<\/p>\n<p>Bryman, A., Bell, E., Hirschsohn, A., dos Santos, J., du Toit, A. &amp; Masenge, A., 2017,\u00a0<em>Research Methodology: Business and Management Contexts<\/em>, Oxford University Press of Southern Africa, Cape Town.<\/p>\n<p>Caddy, I.N. &amp; Helou, M.M., 2007, \u2018Supply chains and their management: Application of general systems theory\u2019,\u00a0<em>Journal of Retailing and Consumer Services<\/em>\u00a014, 319\u2013327.\u00a0<a href=\"https:\/\/doi.org\/10.1016\/j.jretconser.2006.12.001\"><strong>https:\/\/doi.org\/10.1016\/j.jretconser.2006.12.001<\/strong><\/a><\/p>\n<p>Casadesus, M. &amp; De Castro, R., 2005, \u2018How improving quality improves supply chain management: Empirical study\u2019,\u00a0<em>The TQM Magazine<\/em>\u00a017(4), 345\u2013357.\u00a0<a href=\"https:\/\/doi.org\/10.1108\/09544780510603189\"><strong>https:\/\/doi.org\/10.1108\/09544780510603189<\/strong><\/a><\/p>\n<p>Chang, C.L. &amp; Lin, T.-C., 2015, \u2018The role of organizational culture in the knowledge management process\u2019,\u00a0<em>Journal of Knowledge Management<\/em>\u00a019(3), 433\u2013455.\u00a0<a href=\"https:\/\/doi.org\/10.1108\/JKM-08-2014-0353\"><strong>https:\/\/doi.org\/10.1108\/JKM-08-2014-0353<\/strong><\/a><\/p>\n<p>Chen, J.S. &amp; Tsou, H.T., 2015, \u2018Service delivery innovation: Antecedents and impact on firm performance\u2019,\u00a0<em>Journal of Service Research<\/em>\u00a012(1), 36\u201355.\u00a0<a href=\"https:\/\/doi.org\/10.1177\/1094670509338619\"><strong>https:\/\/doi.org\/10.1177\/1094670509338619<\/strong><\/a><\/p>\n<p>Chicksand, D., Watson, G. &amp; Walker, H., 2012, \u2018Theoretical perspectives in purchasing and supply chain management: an analysis of the literature\u2019,\u00a0<em>Supply Chain Management<\/em>\u00a017(4), 454\u2013472.<\/p>\n<p>Chimusoro, O., Fourie, C.J., Chimusoro, I., Twala, M. &amp; Tshabalala, N.G., 2017, \u2018The impact of supply chain management in the operations of a passenger rail transport system: A case analysis of passenger rail transport from 2009 to 2015\u2019,\u00a0<em>Mediterranean Journal of Social Sciences<\/em>\u00a08(2), 47\u201356.\u00a0<a href=\"https:\/\/doi.org\/10.5901\/mjss.2017.v8n2p47\"><strong>https:\/\/doi.org\/10.5901\/mjss.2017.v8n2p47<\/strong><\/a><\/p>\n<p>Civilian Secretariat for Police, 2016,\u00a0<em>White paper on policing<\/em>, Government Printer, Republic of South Africa, Pretoria.<\/p>\n<p>Considine, M., 2012, \u2018Thinking outside the box? Applying design theory to public policy\u2019,\u00a0<em>Politics and Policy<\/em>\u00a040(4), 704\u2013724.\u00a0<a href=\"https:\/\/doi.org\/10.1111\/j.1747-1346.2012.00372.x\"><strong>https:\/\/doi.org\/10.1111\/j.1747-1346.2012.00372.x<\/strong><\/a><\/p>\n<p>Daniels, N. &amp; Hendrickse, R., 2017, \u2018The status of quality management in selected community service centres in the Western Cape, South Africa\u2019,\u00a0<em>Problems and Perspectives in Management<\/em>\u00a015(2), 424\u2013435.\u00a0<a href=\"https:\/\/doi.org\/10.21511\/ppm.15(2-2).2017.11\"><strong>https:\/\/doi.org\/10.21511\/ppm.15(2-2).2017.11<\/strong><\/a><\/p>\n<p>Department of Public Works, 2008,\u00a0<em>Supply chain management policy<\/em>, version 5, Republic of South Africa, Pretoria.<\/p>\n<p>De Smedt, D., Clays, E., Doyle, F., Kotseva, K., Prugger, C. &amp; Paj\u0105k, A. et al., 2013, \u2018Validity and reliability of the three commonly used quality of life measures in a large<\/p>\n<p>European population of coronary heart disease patients\u2019,\u00a0<em>International Journal of Cardiology<\/em>\u00a0167, 2294\u20132299.\u00a0<a href=\"https:\/\/doi.org\/10.1016\/j.ijcard.2012.06.025\"><strong>https:\/\/doi.org\/10.1016\/j.ijcard.2012.06.025<\/strong><\/a><\/p>\n<p>Droge, C., Vickery, S.K. &amp; Jacobs, M.A., 2012, \u2018Does supply chain integration mediate the relationships between product\/process strategy and service performance? An empirical study\u2019,\u00a0<em>International Journal of Production Economics<\/em>\u00a0137(2), 250\u2013262.\u00a0<a href=\"https:\/\/doi.org\/10.1016\/j.ijpe.2012.02.005\"><strong>https:\/\/doi.org\/10.1016\/j.ijpe.2012.02.005<\/strong><\/a><\/p>\n<p>Echenique, F., Lee, S., Shum, M. &amp; Yenmez, M.B., 2013, \u2018The revealed preference theory of stable and extremal stable matchings\u2019,\u00a0<em>Econometrica<\/em>\u00a081(1), 153\u2013171.\u00a0<a href=\"https:\/\/doi.org\/10.3982\/ECTA10011\"><strong>https:\/\/doi.org\/10.3982\/ECTA10011<\/strong><\/a><\/p>\n<p>Field, A., 2012,\u00a0<em>Discovering Statistics Using SPSS<\/em>, 3rd edn., Sage Publications, Thousand Oaks, CA.<\/p>\n<p>Fischer, F., Miller, G.J. &amp; Sidney, M.S., 2017,\u00a0<em>Handbook of public policy analysis: Theory, politics, and method<\/em>, CRC Press, New York, NY.<\/p>\n<p>Flothmann, C.H., 2017, \u2018Who manages our supply chains? Backgrounds, competencies and contributions of human resources in supply chain management\u2019, PhD thesis, The Doctoral School of Business and Management, Copenhagen Business School, viewed 23 December 2018, from\u00a0<a href=\"https:\/\/www.researchgate.net\/profile\/Christoph_Floethmann\/publication\/313405211_Who_Manages_Our_Supply_Chains_Backgrounds_Competencies_and_Contributions_of_Human_Resources_in_Supply_Chain_Management\/links\/5899aed192851c8bb681be50\/Who-Manages-Our-Supply-Chains-Backgrounds-Competencies-and-Contributions-of-Human-Resources-in-Supply-Chain-Management.pdf\"><strong>https:\/\/www.researchgate.net\/profile\/Christoph_Floethmann\/publication\/313405211_Who_Manages_Our_Supply_Chains_Backgrounds_Competencies_and_Contributions_of_Human_Resources_in_Supply_Chain_Management\/links\/5899aed192851c8bb681be50\/Who-Manages-Our-Supply-Chains-Backgrounds-Competencies-and-Contributions-of-Human-Resources-in-Supply-Chain-Management.pdf<\/strong><\/a>.<\/p>\n<p>Fourie, C.J. &amp; Chimusoro, O., 2018, \u2018An examination of the relationship between supply chain management practices and business performance: A case analysis of a passenger rail company\u2019,\u00a0<em>South African Journal of Industrial Engineering<\/em>\u00a029(2), 141\u2013152.\u00a0<a href=\"https:\/\/doi.org\/10.7166\/29-2-1876\"><strong>https:\/\/doi.org\/10.7166\/29-2-1876<\/strong><\/a><\/p>\n<p>Gomez-Cedeno, M., Castan-Farrero, J.M., Guitart-Tarres, L. &amp; Matute-Vallejo, J., 2015, \u2018Impact of human resources on supply chain management and performance\u2019,\u00a0<em>Industrial Management and Data Systems<\/em>\u00a0115(1), 129\u2013157.\u00a0<a href=\"https:\/\/doi.org\/10.1108\/IMDS-09-2014-0246\"><strong>https:\/\/doi.org\/10.1108\/IMDS-09-2014-0246<\/strong><\/a><\/p>\n<p>Haselswerdt, J. &amp; Bartels, B.L., 2015, \u2018Public opinion, policy tools, and the status quo: Evidence from a survey experiment\u2019,\u00a0<em>Political Research Quarterly<\/em>\u00a068(3), 607\u2013621.\u00a0<a href=\"https:\/\/doi.org\/10.1177\/1065912915591217\"><strong>https:\/\/doi.org\/10.1177\/1065912915591217<\/strong><\/a><\/p>\n<p>Head, B.W. &amp; Alford, J., 2015, \u2018Wicked problems: Implications for public policy management\u2019,\u00a0<em>Administration &amp; Society<\/em>\u00a047(6), 711\u2013739.\u00a0<a href=\"https:\/\/doi.org\/10.1177\/0095399713481601\"><strong>https:\/\/doi.org\/10.1177\/0095399713481601<\/strong><\/a><\/p>\n<p>European population of coronary heart disease patients\u2019,\u00a0<em>International Journal of Cardiology<\/em>\u00a0167, 2294\u20132299.\u00a0<a href=\"https:\/\/doi.org\/10.1016\/j.ijcard.2012.06.025\"><strong>https:\/\/doi.org\/10.1016\/j.ijcard.2012.06.025<\/strong><\/a><\/p>\n<p>Droge, C., Vickery, S.K. &amp; Jacobs, M.A., 2012, \u2018Does supply chain integration mediate the relationships between product\/process strategy and service performance? An empirical study\u2019,\u00a0<em>International Journal of Production Economics<\/em>\u00a0137(2), 250\u2013262.\u00a0<a href=\"https:\/\/doi.org\/10.1016\/j.ijpe.2012.02.005\"><strong>https:\/\/doi.org\/10.1016\/j.ijpe.2012.02.005<\/strong><\/a><\/p>\n<p>Echenique, F., Lee, S., Shum, M. &amp; Yenmez, M.B., 2013, \u2018The revealed preference theory of stable and extremal stable matchings\u2019,\u00a0<em>Econometrica<\/em>\u00a081(1), 153\u2013171.\u00a0<a href=\"https:\/\/doi.org\/10.3982\/ECTA10011\"><strong>https:\/\/doi.org\/10.3982\/ECTA10011<\/strong><\/a><\/p>\n<p>Field, A., 2012,\u00a0<em>Discovering Statistics Using SPSS<\/em>, 3rd edn., Sage Publications, Thousand Oaks, CA.<\/p>\n<p>Fischer, F., Miller, G.J. &amp; Sidney, M.S., 2017,\u00a0<em>Handbook of public policy analysis: Theory, politics, and method<\/em>, CRC Press, New York, NY.<\/p>\n<p>Flothmann, C.H., 2017, \u2018Who manages our supply chains? Backgrounds, competencies and contributions of human resources in supply chain management\u2019, PhD thesis, The Doctoral School of Business and Management, Copenhagen Business School, viewed 23 December 2018, from\u00a0<a href=\"https:\/\/www.researchgate.net\/profile\/Christoph_Floethmann\/publication\/313405211_Who_Manages_Our_Supply_Chains_Backgrounds_Competencies_and_Contributions_of_Human_Resources_in_Supply_Chain_Management\/links\/5899aed192851c8bb681be50\/Who-Manages-Our-Supply-Chains-Backgrounds-Competencies-and-Contributions-of-Human-Resources-in-Supply-Chain-Management.pdf\"><strong>https:\/\/www.researchgate.net\/profile\/Christoph_Floethmann\/publication\/313405211_Who_Manages_Our_Supply_Chains_Backgrounds_Competencies_and_Contributions_of_Human_Resources_in_Supply_Chain_Management\/links\/5899aed192851c8bb681be50\/Who-Manages-Our-Supply-Chains-Backgrounds-Competencies-and-Contributions-of-Human-Resources-in-Supply-Chain-Management.pdf<\/strong><\/a>.<\/p>\n<p>Fourie, C.J. &amp; Chimusoro, O., 2018, \u2018An examination of the relationship between supply chain management practices and business performance: A case analysis of a passenger rail company\u2019,\u00a0<em>South African Journal of Industrial Engineering<\/em>\u00a029(2), 141\u2013152.\u00a0<a href=\"https:\/\/doi.org\/10.7166\/29-2-1876\"><strong>https:\/\/doi.org\/10.7166\/29-2-1876<\/strong><\/a><\/p>\n<p>Gomez-Cedeno, M., Castan-Farrero, J.M., Guitart-Tarres, L. &amp; Matute-Vallejo, J., 2015, \u2018Impact of human resources on supply chain management and performance\u2019,\u00a0<em>Industrial Management and Data Systems<\/em>\u00a0115(1), 129\u2013157.\u00a0<a href=\"https:\/\/doi.org\/10.1108\/IMDS-09-2014-0246\"><strong>https:\/\/doi.org\/10.1108\/IMDS-09-2014-0246<\/strong><\/a><\/p>\n<p>Haselswerdt, J. &amp; Bartels, B.L., 2015, \u2018Public opinion, policy tools, and the status quo: Evidence from a survey experiment\u2019,\u00a0<em>Political Research Quarterly<\/em>\u00a068(3), 607\u2013621.\u00a0<a href=\"https:\/\/doi.org\/10.1177\/1065912915591217\"><strong>https:\/\/doi.org\/10.1177\/1065912915591217<\/strong><\/a><\/p>\n<p>Head, B.W. &amp; Alford, J., 2015, \u2018Wicked problems: Implications for public policy management\u2019,\u00a0<em>Administration &amp; Society<\/em>\u00a047(6), 711\u2013739.\u00a0<a href=\"https:\/\/doi.org\/10.1177\/0095399713481601\"><strong>https:\/\/doi.org\/10.1177\/0095399713481601<\/strong><\/a><\/p>\n<p><em>An International Journal<\/em>, viewed 26 November 2019, from\u00a0<a href=\"https:\/\/doi.org\/10.1080\/15614263.2019.1644176\"><strong>https:\/\/doi.org\/10.1080\/15614263.2019.1644176<\/strong><\/a><\/p>\n<p>Mcloughlin, C., 2015, \u2018When does service delivery improve the legitimacy of a fragile or conflict-affected state?\u2019,\u00a0<em>Governance: An International Journal of Policy, Administration, and Institutions<\/em>\u00a028(3), 341\u2013356.\u00a0<a href=\"https:\/\/doi.org\/10.1111\/gove.12091\"><strong>https:\/\/doi.org\/10.1111\/gove.12091<\/strong><\/a><\/p>\n<p>National Treasury, 2004,\u00a0<em>Supply chain management: A guide for accounting officers\/authorities<\/em>, Republic of South Africa, Pretoria.<\/p>\n<p>National Treasury, 2015,\u00a0<em>Public sector supply chain management review<\/em>, Republic of South Africa, Pretoria.<\/p>\n<p>Naude, M.J.A., 2009, \u2018Supply chain management problems experienced by South African Automotive components manufactures\u2019, PhD thesis, University of South Africa, Pretoria.<\/p>\n<p>Ngobese, N., Mason, R.B. &amp; Maharaj, M., 2017, \u2018The effect of service delivery in \u201cCommunity Service Centres\u201d: A case of an emerging economy\u2019,\u00a0<em>Risk Governance &amp; Control: Financial Markets &amp; Institutions<\/em>\u00a07(3), 44\u201354.\u00a0<a href=\"https:\/\/doi.org\/10.22495\/rgcv7i3p5\"><strong>https:\/\/doi.org\/10.22495\/rgcv7i3p5<\/strong><\/a><\/p>\n<p>Olutola, A.A. &amp; Bello, P.O., 2016, \u2018An exploration of the factors associated with public trust in the South African Police Service\u2019,\u00a0<em>International Journal of Economics and Finance Studies<\/em>\u00a08(2), 219\u2013236.<\/p>\n<p>Park, J.-H., Park, S. &amp; Maher, C.S., 2018, \u2018The effects of tax and expenditure limitations (TELs) on municipal fiscal outcomes during a period of fiscal distress\u2019,\u00a0<em>Public Finance and Management<\/em>\u00a018(1), 84\u2013110.<\/p>\n<p>Philips, G. &amp; Green, J., 2015, \u2018Working for the public health: Politics, localism and epistemologies of practice\u2019,\u00a0<em>Sociology of Health and Illness<\/em>\u00a037(4), 491\u2013505.\u00a0<a href=\"https:\/\/doi.org\/10.1111\/1467-9566.12214\"><strong>https:\/\/doi.org\/10.1111\/1467-9566.12214<\/strong><\/a><\/p>\n<p>Ponsignon, F., Smart, P.A. &amp; Maull, R.S., 2011, \u2018Service delivery system design: Characteristics and contingencies\u2019,\u00a0<em>International Journal of Operations &amp; Production Management<\/em>\u00a031(3), 324\u2013349.\u00a0<a href=\"https:\/\/doi.org\/10.1108\/01443571111111946\"><strong>https:\/\/doi.org\/10.1108\/01443571111111946<\/strong><\/a><\/p>\n<p>Rahmawati, A., 2017, \u2018Effect of competence on organizational citizenship behaviour and performance management: The impact on organizational citizenship\u2019,\u00a0<em>The International Journal of Engineering and Science<\/em>\u00a06(11), 74\u201385.<\/p>\n<p>Rasul, I. &amp; Rogger, D., 2018, \u2018Management of bureaucrats and public service delivery: Evidence from the Nigerian civil service\u2019,\u00a0<em>The Economic Journal<\/em>\u00a0128(608), 413\u2013446.\u00a0<a href=\"https:\/\/doi.org\/10.1111\/ecoj.12418\"><strong>https:\/\/doi.org\/10.1111\/ecoj.12418<\/strong><\/a><\/p>\n<p>Rendahl, P., 2016, \u2018Fiscal policy in an unemployment crisis\u2019,\u00a0<em>Review of Economic Studies<\/em>\u00a083(3), 1189\u20131224.\u00a0<a href=\"https:\/\/doi.org\/10.1093\/restud\/rdv058\"><strong>https:\/\/doi.org\/10.1093\/restud\/rdv058<\/strong><\/a><\/p>\n<p>Rothmann, S., 2006, \u2018Expectations of, and satisfaction with, the South African police service in the North West Province\u2019,\u00a0<em>Policing: An International Journal of Police Strategies &amp; 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Larimer, C.W., 2017,\u00a0<em>The public policy theory primer<\/em>, 3rd edn., Routledge, New York, NY.<\/p>\n<p>Weible, C.M. &amp; Cairney, P.C., 2018, \u2018Practical lessons from policy theories\u2019,\u00a0<em>Policy &amp; Politics<\/em>\u00a046(2), 183\u2013197.\u00a0<a href=\"https:\/\/doi.org\/10.1332\/030557318X15230059147191\"><strong>https:\/\/doi.org\/10.1332\/030557318X15230059147191<\/strong><\/a><\/p>\n<p>Yu, Q., Yen, D.A., Barnes, B.R. &amp; Huang, Y.-A., 2019, \u2018Enhancing firm performance through internal market orientation and employee organisational commitment\u2019,\u00a0<em>The International Journal of Human Resource Management<\/em>\u00a030(6), 964\u2013987.\u00a0<a href=\"https:\/\/doi.org\/10.1080\/09585192.2017.1380059\"><strong>https:\/\/doi.org\/10.1080\/09585192.2017.1380059<\/strong><\/a><\/p>\n<p>Zhu, Q., Sarkis, J. &amp; Lai, K.-L., 2017, \u2018Regulatory policy awareness and environmental supply chain cooperation in China: A regulatory-exchange-theoretic perspective\u2019,\u00a0<em>IEEE Transactions on Engineering Management<\/em>\u00a065(1), 46\u201358.\u00a0<a href=\"https:\/\/doi.org\/10.1109\/TEM.2017.2734940\"><strong>https:\/\/doi.org\/10.1109\/TEM.2017.2734940<\/strong><\/a><\/p>\n<p>Zwick, E. &amp; Mahon, J., 2017, \u2018Tax policy and heterogeneous investment behaviour\u2019,\u00a0<em>American Economic Review<\/em>\u00a0107(1), 217\u2013248.\u00a0<a href=\"https:\/\/doi.org\/10.1257\/aer.20140855\"><strong>https:\/\/doi.org\/10.1257\/aer.20140855<\/strong><\/a><\/p>\n","protected":false},"excerpt":{"rendered":"<p>INTRODUCTION A policy is a set of guidelines that a government or organisation uses to achieve rational outcomes. It is a statement of intent and is a basis for making decisions, in politics, economics, or business entity. It is imperative for government to use policies to solve societal problems through effective service delivery, support government<\/p>\n","protected":false},"author":22,"featured_media":143474,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_eb_attr":"","_sitemap_exclude":false,"_sitemap_priority":"","_sitemap_frequency":"","footnotes":""},"categories":[1,587],"tags":[],"country":[],"class_list":{"0":"post-143473","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-a-z-topics","8":"category-research-academic-publications"},"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.4 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>The Impact of poor Policy Implementation<\/title>\n<meta name=\"description\" content=\"Policies are therefore intended to achieve goals and purposes intended, which ultimately helps to solve societal challenges.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.regenesys.net\/reginsights\/the-impact-of-poor-policy-implementation-by-the-government-of-the-republic-of-south-africa-on-service-delivery\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"The Impact of poor Policy Implementation\" \/>\n<meta property=\"og:description\" content=\"Policies are therefore intended to achieve goals and purposes intended, which ultimately helps to solve societal challenges.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.regenesys.net\/reginsights\/the-impact-of-poor-policy-implementation-by-the-government-of-the-republic-of-south-africa-on-service-delivery\" \/>\n<meta property=\"og:site_name\" content=\"RegInsights\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/RegenesysBusinessSchool\/\" \/>\n<meta property=\"article:published_time\" content=\"2022-07-04T09:13:38+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2022-08-18T12:11:42+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/www.regenesys.net\/reginsights\/wp-content\/uploads\/2022\/07\/Newsletter-new-size-87.png\" \/>\n\t<meta property=\"og:image:width\" content=\"950\" \/>\n\t<meta property=\"og:image:height\" content=\"400\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/png\" \/>\n<meta name=\"author\" content=\"Regenesys Academics\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:creator\" content=\"@RegenesysB\" \/>\n<meta name=\"twitter:site\" content=\"@RegenesysB\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Regenesys Academics\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"13 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/www.regenesys.net\\\/reginsights\\\/the-impact-of-poor-policy-implementation-by-the-government-of-the-republic-of-south-africa-on-service-delivery#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/www.regenesys.net\\\/reginsights\\\/the-impact-of-poor-policy-implementation-by-the-government-of-the-republic-of-south-africa-on-service-delivery\"},\"author\":{\"name\":\"Regenesys Academics\",\"@id\":\"https:\\\/\\\/www.regenesys.net\\\/reginsights\\\/#\\\/schema\\\/person\\\/6a6fbce7591d27e1d487cf095cc2c66c\"},\"headline\":\"The Impact of poor Policy Implementation by the Government of the republic of South Africa of Service Delivery\",\"datePublished\":\"2022-07-04T09:13:38+00:00\",\"dateModified\":\"2022-08-18T12:11:42+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/www.regenesys.net\\\/reginsights\\\/the-impact-of-poor-policy-implementation-by-the-government-of-the-republic-of-south-africa-on-service-delivery\"},\"wordCount\":2882,\"commentCount\":2,\"image\":{\"@id\":\"https:\\\/\\\/www.regenesys.net\\\/reginsights\\\/the-impact-of-poor-policy-implementation-by-the-government-of-the-republic-of-south-africa-on-service-delivery#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/www.regenesys.net\\\/reginsights\\\/wp-content\\\/uploads\\\/2022\\\/07\\\/Newsletter-new-size-87.png\",\"articleSection\":[\"A - Z Topics\",\"Research &amp; 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It is a statement of intent and is a basis for making decisions, in politics, economics, or business entity. 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