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Combining qualitative and quantitative methods
There is extensive debate in social research about whether qualitative and quantitative approaches should, or even can, be combined. Some writers argue that the approaches are so different in their philosophical and methodological origins that they cannot be effectively blended. Others, while recognising the very different ontological and epistemological bases of the two paradigms, suggest that there can be value in bringing the two types of data together. But even within the latter context it is often emphasised that the purpose of bringing different approaches together is to yield different types of intelligence about the study subject rather than simply to fuse the outputs from qualitative and quantitative enquiry (Chadwick et al.1984:74).
Through conducting multiple research methods, the researcher has to confront the tensions between different theoretical perspectives while at the same time considering the relationship between the data sets produced by the different methods. The two methods can be used to supplement and support each other to strengthen the argument being advanced, especially because both methods have both advantages and disadvantages associated with them when used separately.
CHOICE OF RESEARCH METHOD FOR THIS STUDY
As indicated above, the problem to be researched is an indicator of the research method to be used. Some problems are structured such that a combination of a number of research methods can be used to come to an acceptable outcome. The problem to be researched in this paper relates to the effectiveness of the oversight function performed by the political leadership over the administrative function to achieve government objectives and goals in order to deliver the services of government, with particular emphasis on financial management systems that are used in the Public Service to achieve specific government goals and objectives. There are different leadership issues, styles, types and methods to consider for this research, the determination of which will require a thorough analysis.
The analysis and evaluation of financial systems require an in-depth consideration of what each system is able to achieve and talking to different users as well as observing particular operations and outcomes can attain this.
Although different researchers can determine these, using diverse methods, it is argued that, for this research, a qualitative approach could be the most appropriate method to bring about more reliable results.
In this study, the research method conducted, adopted a three-dimensional approach as indicated in Figure 1.1 which is adapted from Wessels and Pauw (1999:395). According to this diagram, there are many qualitative research methods that can be used in conducting research that will result in a qualitative report and only three (as indicated) are considered for this study.
The approach for this study considered the history of public financial management systems and leadership processes in South Africa previously and currently in use, a review of the literature by various authors that have written on public financial management systems and leadership processes as mandated through different acts of Parliament and legislation as well as a descriptive analysis of activities as they unfold practically within the South African Public Service. This is discussed below in more details as follows:
Historiographic analysis
Although the research is based on a ten-year period from 1994 to 2004, an understanding of the origins and operations of budgeting and financial management systems in the public service will help to pave the way for a better knowledge and understanding of why the current South African systems had to undergo reform and be transformed.
During the tricameral parliamentary system (1983-1993), as well as periods before the era of the separate development rule in South Africa, different financial management systems were in operation. These were used to satisfy the particular needs of that time. The adoption of the Westminster parliamentary system had the effect that even the bureaucracy would be moulded along that particular system. Financial reforms in countries such as Australia, Canada, New Zealand and Britain played an important role in shaping the financial management systems within the South African government and were, therefore, considered in this research.
CHAPTER 1: RESEARCH PROBLEM AND RESEARCH DESIGN
1.1 Introduction
1.2 Type of research methods
1.3 Choice of research method for this study
1.4 Targeted audience
1.5 Problem statement
1.6 Hypothesis
1.7 Objectives of the study
1.8 Limitations of the research study
1.9 Scope of the study
CHAPTER 2: ROLE AND PURPOSE OF PUBLIC ADMINISTRATION
2.1 Introduction
2.2 Transformation in the South African Public Service
2.3 Public administration
2.4 Public administration functions
2.5 Role and purpose of the state
2.6 Environment within which the state operates
2.7 Implementing the functions of the state
2.8 Conclusion
CHAPTER 3: DEVELOPMENT OF PUBLIC FINANCIAL MANAGEMENT SYSTEMS
3.1 Introduction
3.2 Historical overview of financial management in the Public Service
3.3 Current public financial management systems in South Africa
3.4 National policy
3.5 Rationale, aims and objectives of public financial management systems in South Africa
3.6 Location of public service reforms in South Africa
3.7 Conclusion
CHAPTER 4: FINANCIAL MANAGEMENT IMPLEMENTATION IN THE PUBLIC SERVICE
4.1 Introduction
4.2 Financial management in the Public Service
4.3 Financial reporting and accountability
4.4 International financial reform processes
4.5 Conclusion
CHAPTER 5: LEADERSHIP PERSPECTIVES IN THE PUBLIC SERVICE
5.1 Introduction
5.2 Defining leadership
5.3 Leadership theories
5.4 Leadership v/s management
5.5 Leadership/Management responsibilities of public office-bearers
5.6 Performance management
5.7 Conclusion
CHAPTER 6: THE EFFECTIVENESS OF LEADERSHIP ON SERVICE DELIVERY IN THE PUBLIC SERVICE
6.1 Introduction
6.2 Accountability, oversight and the constitutional imperative – the role of the national assembly
6.3 Financial oversight by the National Assembly
6.4 Parliamentary oversight through annual reports
6.5 Role of National Treasury
6.6 Conclusion
CHAPTER 7: CONCLUSION AND RECOMMENDATIONS
7.1 Conclusion
7.2 Recommendations
References
