Page 19 - Service Delivery Review

2022 Public Service Ethics Survey

Where respondents were asked for their verbatim recommendations for improving ethics in the public sector, the
following themes emerged:
§ Strengthen accountability and governance
This theme expressed the belief, usually in emphatic terms, that consequence management and disciplinary action
– more of it and more visibility of it – would improve the ethical culture in the Public Sector. In this sense, conse-
quence management is understood within the broader context of accountability. Accountability requires transpar-
ency and consistency in implementing, monitoring and enforcing processes, systems, structures and governance
to eliminate corruption. These may include lifestyle audits, rotating staff and revamping tender policies.

§ Improve ethical leadership and management competence
This theme centred on the belief that ethical and exemplary leaders in general, and management in particular,
could improve the ethical culture in the Public Sector. This included calls for competent leaders and managers
who do not abuse their powers. Political interference and cadre deployment are seen as the main impediments to
ethical and exemplary leadership and management.
§ Higher ethical standards
This theme focused on the roles played by individuals and their values and beliefs in improving the ethical culture
of the Public Sector. In other words, individual public servants need to take personal responsibility for the Public
Sector’s ethical culture through their dedication, attitude and adherence to its policies and principles. Values such
as honesty and integrity were singled out, as was a commitment to public and customer service as contained in
the Batho Pele principles.
§ Improve treatment of employees
This theme centred around the well-being, care for, and improved treatment of the employee. The respondents
wanted fairness and equality; and improved communication which requires more openness, engagement, and
consultation with employees. It also means better remuneration, working conditions, resources and career devel-
opment. Recognition, appreciation and rewards for good work and ethical behaviour, together with a positive work
environment, were also cited as things that would improve the ethical culture in the Public Sector.

§ Ethics awareness and training and ethics infrastructure
This theme focused on promoting ethics through training, education, workshops, awareness, and institutionali-
sation. The need for ethics infrastructure, such as an ethics officer/committee and codes, was also highlighted,
including ethics training and awareness in orientation and induction. A critical sub-theme raised the issue of estab-
lishing and strengthening reporting/whistle-blowing hotlines and the need to support and protect those reporting
illegal and unethical behaviour. There was a palpable sense of fear conveyed in the plea to stop victimisation and
intimidation.

§ Recruit on merit to promote professionalism
This theme expressed the belief that ethics would never improve without professionalism in the Public Sector. Key
to achieving this was recruiting, appointing and promoting people, including management and leadership, based
on suitable qualifications, skills and experience. Adequate vetting and screening would greatly assist efforts to
professionalise the Public Sector.

Key recommendation
The report makes the following single recommendation:
§ Review the appointment processes for top managers to ensure stable, capable, and ethical leadership

It finds that inappropriate leadership and management appointments are a root cause of many public sector ethics
challenges and, as such, should take precedence in being addressed. The other ethics interventions that are on-
going should be strengthened and continued, but their success depends on appointing the right leaders.

An electronic copy of the 2022 PSES can be accessed at: www.tei.org.za/surveys/
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