The effect of political interference on the performance of senior managers in Local Government: a case of Greater Giyani Local Municipality

Abstract

This study sought to evaluate the effect of political interference on the performance of senior managers in local government with special reference to the Greater Giyani Local Municipality. Section 40 of the Constitution of the Republic of South Africa of 1996 provides for a government that is constituted of national, provincial, and local spheres. The local sphere is the one closer to the people and tasked with the provision of basic services to members of the local communities within its jurisdiction. The structure of municipalities is such that it provides for politicians and senior managers to work together to address challenges facing local communities in relation to service delivery. This set up often creates challenges of political interference in administrative issues, and this give rise to tensions between politicians and senior managers. This study therefore, sought to assess the extent to which political interference affect senior management adversely in the performance of their duties. Previous studies on political interference, politics and administrative interface, and politics-administration dichotomy have proven that these are challenges still worth exploring in a quest to further expand knowledge on strategies to be used to navigate through the politics and administration relationships and still be administratively and/or politically competent. The study employed a mixed research methodology in which both quantitative and qualitative research approaches were instrumental. Non-probability sampling, in particular the purposive sampling method was utilised to select participants for this study. Questionnaire and interview schedule were used as data collection methods. The analysis thereof was done using the Statistical Package for Social Sciences (SPSS) version 28.0.1 for data collected through questionnaire and using thematic analysis for data collected through interviews. The findings of the study were presented in pie chart format, frequencies, and percentages and in narrative form, in a manner that is responsive to the research questions; and the recommendations were provided to aid municipal senior management in dealing with challenges of political interference. The major findings and recommendations are as follows: The Municipality’s workforce is not representative of the population’s demographics and promotes speculation about disregard for merit-based assessment when making administrative appointments; there is an overlap of roles between political and administrative officials; political interference compromises organisational expertise and accountability and reduces trust between politicians and managers; and lastly, politicians and managers play an important part in ensuring that legislative requirements and municipal policies are complied with. The recommendation is that the demographics of the Municipality’s workforce should be representative of all community members regardless of their political affiliation; the political and managerial roles should be plainly defined to eliminate elements of ambiguity; the Municipality should develop policies that ensure the protection of administrative officials who disregard political interference and remain administratively competent; and finally, the Municipality should promote collaboration between politicians and managers through training workshops.