INTRODUCTION T T he Public Service comprises people, individuals with their own potential and career paths. Managers in the Public Service need to align the potential of their employees with organisational strategies and policies. Training employees becomes a necessity when departments want to keep track of new developments and meet the expectations of their internal and external environments. The Public Service has realised that it needs to be responsive to the needs of the citizens of the country, but it 461 H.G. van Dijk & C. Thornhill ABSTRACT T T his article proposes an integrated approach to facilitate human resource development. An appropriate performance management system is a suit- able mechanism to promote an integrated approach to human resource management. The process and implementation of current performance manage- ment systems in the Public Service, is described and attention is paid to the importance of providing incentives and rewards for effective and efficient per- formance. Training and development could be used as incentives, although the strategic link between organisational effectiveness and individual satisfaction, has to be made abundantly clear. This article also revisits some of the definitions and proponents of human resource development and offers a more holistic view to human resource development in the Public Service. The application of an inte- grated approach in, specifically the learning organisation is discussed and some of the more important management tools for the implementation of a learning organisation, is described. The article concludes with the principle that current human resource development initiatives should not be in vain, but without a strategic intent to develop, the development will not achieve organisational effec- tiveness. THE USE OF A PERFORMANCE MANAGE- MENT SYSTEM TO ENSURE AN INTEGRATED APPROACH TO HUMAN RESOURCE DEVELOPMENT H.G. van Dijk C. Thornhill School of Public Management and Administration University of Pretoria