Employee Wellness Management Programme as a Strategy for Transforming the Public Service – A Case of the Department of Agriculture in Limpopo Province of South Africa

Abstract

Public service transformation has been at the heart of government since 1994. Therefore, to ensure that transformation takes place at different government departments, a number of programmes were introduced. One of such programmes is Employee Health and Wellness programme. The main focus of this programme is to bring about changes in the wellbeing and the working environment in the departments so that service delivery, employees’ health and productivity can be accelerated and improved. Thus, the Limpopo Department of Agriculture started the implementation of an Employee Health and Wellness program in 2001 in response to the government mandate which was brought about by the birth of new democracy. Since every important programme has to be evaluated, therefore this article reports on the evaluation that was conducted on the success of wellness programmes in combating absenteeism in the Limpopo Department of Agriculture. Absenteeism in most government departments is a serious problem that negatively affects the delivery of services. There are many cases of absenteeism which have varied causes. However, the focus of this article is on the effectiveness of wellness management programme on combating absenteeism, and addressing the challenges of absenteeism due to substance abuse in the public service. The findings indicated that absenteeism negatively affects service delivery in the public sector and that participants on these programmes are offered limited support by their supervisors. Supervisors tend to show negative tendencies towards the wellness management participants who show little progress in recovery. This article therefore recommends that wellness programmes have to be fully supported by the management of various organizations so that they can be successful. Departments should also develop strategies that can curb substance abuse amongst the employees.

DOI: 10.5901/mjss.2014.v5n27p1286