Challenges and opportunities of Professionalisation in Public Service

“When the work of the public administrator is reduced to drawing a paycheck, it is only a matter of time until there is a loss of purpose or a wandering soul.” – H George Frederickson, The Spirit of Public Administration (1997)

IV Prangishvili’s aphorism, “There are no poor or rich states, only proper or poor governance”, captures the essence of governance as a value transcending political and economic contexts. The quality of the state reflects the proportional correlation between resource potential and achieved results.

Selecting qualified professionals for public positions is fundamental to effective service delivery. Trained personnel are critical to achieving institutional missions, making rigorous selection methods indispensable. Professionalisation, rooted in merit, technical competence, and ethical conduct, strengthens public institutions, though no single formula guarantees success.

The rise of New Public Management has reshaped discussions on ethics. While professionalism and ethics now occupy a prominent place in “good government” discourse, they often serve as decorative ideals rather than operational principles. Ethics and professionalisation must reclaim centre stage in democratic governance debates. Public service cannot prioritise short-term gains or mere efficiency when foundational values are at stake, especially in an era where globalisation demands universality in principles.

The gap lies in career management and mentoring, processes that must begin with rigorous induction. Professionalisation entails knowledge application, leadership, self-discipline, and social values. It requires socialisation, formal education, and role modelling to foster commitment to public service.

Professions are distinguished by specialised training, disinterested service, and autonomy. Historically limited to divinity, medicine, and law, the term now encompasses fields like teaching and architecture. Max Weber and Woodrow Wilson emphasised the distinction between political leadership and bureaucratic impartiality, a machine-like efficiency devoid of partisan intent.

As Jiahuan Lu and Johann Park note, professionalisation shifts organisations toward specialised, autonomous workforces governed by professional norms rather than rigid rules. Yet, as M Sebastian et al argue, it is a continuum, not a fixed state, balancing expertise with adaptability.

South Africa’s civil service code mandates professionalism: “Civil servants shall be responsible, competent, efficient, honest, and conscientious.” Ethical competence must merge with technical skill, reinforced through training and institutional values. William C Beyer’s principles for public servants remain relevant:

• Courtesy and fairness in public dealings,
• Rejection of gratuities,
• Resistance to unethical orders,
• Custodianship of public resources.

Critics argue ethical codes lack enforceability, but Frunza counters that they set aspirational standards. Through codes, legislation, and training, ethical management must encourage integrity proactively, not just punish violations.

Donald Menzel posits that ethics and public service form the “body and soul” of administration — yet, consensus on core values is elusive. The spectre of “administrative evil” (Guy Adams and Danny Balfour) looms when harm is inflicted unknowingly. Renewal, as Frederickson urges, demands reconnecting with the “public” in public administration — prioritising civility, benevolence, and the public interest over mere efficiency.

Jean Vanier and Henri Nouwen call for “downward mobility”, professionals who step off pedestals to serve vulnerably. Victor Frankl’s “will to meaning” must transcend the “will to power.”

Menzel asks: “Where does the soul of public administration reside?” In service — whether on the streets, in agencies, or globally. Public service is a noble calling demanding idealism: “can do” must align with “should do.” The era of “A-team/B-strategy” compromises is over; today, it requires that A-teams execute A-strategies.

* Dr Vusi Shongwe works in the Department of Sport, Arts, and Culture in KwaZulu-Natal and writes in his personal capacity.

** The views expressed here do not reflect those of the Sunday Independent, IOL, or Independent Media.

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Dedicated to my late father, Timothy Mhlupheki Shongwe. As Miles Lerman once said: “Today I sense your absence more acutely than ever—but I also sense your presence.” May your soul repose in eternal peace. Mtimande! Bhambolunye! Zingaba zimbili weza nazo ekhabonyoko! Mageza ngobisi! Laluphumule Mtimande. — Dr Vusi Shongwe