An examination of human resource management strategies and their contribution to effective local government systems in Zimbabwe
- Mutongoreni, Noah Ariel https://orcid.org/0000-0002-6039-6241
- Authors: Mutongoreni, Noah Ariel https://orcid.org/0000-0002-6039-6241
- Date: 2015-01
- Subjects: Personnel management , Local government--Zimbabwe
- Language: English
- Type: Doctoral theses , text
- Identifier: http://hdl.handle.net/10353/24024 , vital:62299
- Description: The study sought to examine human resource management strategies and their contributions to effective local government systems in Manicaland, Zimbabwe. Local government in Zimbabwe, though being nearest to the people, is showing evidence of failure to discharge its mandate. Various factors have been used to explain the reasons behind local government‘s failures to provide services. None of these have touched on the role played by people management in ensuring local government performance. This was notwithstanding the fact that towards the last two decades of the twentieth century research emerged glorifying human resources as the source of organizational excellence. Consequently, being motivated by the fact that good people management strategies lead to excellent organizational performance, attention in this study focused on people management strategies in local government in Zimbabwe. The study adopted a mixed approach with a strong inclination towards qualitative methodology. The data was gleaned from documents from local authorities, interviews, focus group interviews and questionnaire surveys. The study focused on local authorities in Manicaland Province. The results of the study confirmed the existence of human resource management strategies in local authorities in Manicaland, Zimbabwe. The human resource management strategies have however not resulted in excellent performance of local authorities. The reason behind this is attributable to severe resource constraints. Excellent people management strategies were found to be on paper as there were no resources to support them. The dearth of resources in local authorities was found to be attributed to the economic, political, legal and social factors engulfing the local government system in Zimbabwe. Consequently, local government in Zimbabwe remain stressed and in dire need of a ―Lazarus moment‖. There is an engineer with skills to construct dams to quench the thirst souls in the city but there are no resources to construct the dams. The fireman‘s truck rushes to quench a fire outbreak only to arrive at the scene with no water. In view of this, the study recommends that the review of the local government legal framework be speeded up and more autonomy be granted to local authorities. Such a review would have a bearing on the notion of decentralization, democratization and consequently economic development. In addition, government must seriously consider setting aside a portion of its budget towards support of local authorities. v Where democratic ethos exists, there is transparency, accountability, the rule of law and responsiveness. The human resource in local government would in turn promote democracy and excellence. Other strategies such as granting of garnishing powers to local authorities as well as giving their police arresting would further nourish their resource base. When this happen people management strategies would contribute to effective local government systems in Zimbabwe. Further studies on the contribution of human resource management strategies in effective local government systems after the complete overhaul of the current legislative regime would nonetheless be of interest to researchers. , Thesis (PhD) -- Faculty of Management and Commerce, 2015
- Full Text:
- Date Issued: 2015-01
- Authors: Mutongoreni, Noah Ariel https://orcid.org/0000-0002-6039-6241
- Date: 2015-01
- Subjects: Personnel management , Local government--Zimbabwe
- Language: English
- Type: Doctoral theses , text
- Identifier: http://hdl.handle.net/10353/24024 , vital:62299
- Description: The study sought to examine human resource management strategies and their contributions to effective local government systems in Manicaland, Zimbabwe. Local government in Zimbabwe, though being nearest to the people, is showing evidence of failure to discharge its mandate. Various factors have been used to explain the reasons behind local government‘s failures to provide services. None of these have touched on the role played by people management in ensuring local government performance. This was notwithstanding the fact that towards the last two decades of the twentieth century research emerged glorifying human resources as the source of organizational excellence. Consequently, being motivated by the fact that good people management strategies lead to excellent organizational performance, attention in this study focused on people management strategies in local government in Zimbabwe. The study adopted a mixed approach with a strong inclination towards qualitative methodology. The data was gleaned from documents from local authorities, interviews, focus group interviews and questionnaire surveys. The study focused on local authorities in Manicaland Province. The results of the study confirmed the existence of human resource management strategies in local authorities in Manicaland, Zimbabwe. The human resource management strategies have however not resulted in excellent performance of local authorities. The reason behind this is attributable to severe resource constraints. Excellent people management strategies were found to be on paper as there were no resources to support them. The dearth of resources in local authorities was found to be attributed to the economic, political, legal and social factors engulfing the local government system in Zimbabwe. Consequently, local government in Zimbabwe remain stressed and in dire need of a ―Lazarus moment‖. There is an engineer with skills to construct dams to quench the thirst souls in the city but there are no resources to construct the dams. The fireman‘s truck rushes to quench a fire outbreak only to arrive at the scene with no water. In view of this, the study recommends that the review of the local government legal framework be speeded up and more autonomy be granted to local authorities. Such a review would have a bearing on the notion of decentralization, democratization and consequently economic development. In addition, government must seriously consider setting aside a portion of its budget towards support of local authorities. v Where democratic ethos exists, there is transparency, accountability, the rule of law and responsiveness. The human resource in local government would in turn promote democracy and excellence. Other strategies such as granting of garnishing powers to local authorities as well as giving their police arresting would further nourish their resource base. When this happen people management strategies would contribute to effective local government systems in Zimbabwe. Further studies on the contribution of human resource management strategies in effective local government systems after the complete overhaul of the current legislative regime would nonetheless be of interest to researchers. , Thesis (PhD) -- Faculty of Management and Commerce, 2015
- Full Text:
- Date Issued: 2015-01
HRM digitalisation and value added in the south African workplace
- Authors: Chapano, Munodani
- Date: 2022-04
- Subjects: Personnel management , Human Resources Assessment
- Language: English
- Type: Doctoral theses , text
- Identifier: http://hdl.handle.net/10948/57578 , vital:58094
- Description: The main objective of this study was to determine the extent and nature of value that HRM digitalisation can add to the South African workplace. Digitalisation is a product of 4IR, which refers to the process of leveraging and applying 4IR technologies within organisational operations, including HRM, with the aim of optimising business processes. HRM digitalisation refers to the adoption and application of digital HRM technologies of the 4IR in the conduct of HRM practices, policies, activities and transactions to optimise the HRM function. Due to a shortage of studies that shed light on the value contributed by HRM digitalisation in the workplace, a need arises to determine the extent and nature of this value and the strategies needed to unlock this potential in the context of the 4IR. Moreover, in most South African (SA) organisations, there has been a lack of a fully integrated approach to digital HRM. Thus, this study aims at exploring HRM digitalisation and the value it contributes to South African organisations, with the expectation of developing an articulated and integrative HRM digital strategy for South African organisations. This study was accomplished by means of a literature and an empirical study. The literature study provided theoretical information related to challenges and opportunities introduced by the 4IR in the world of work, with specific reference to the South African workplace and which therefore impact HRM and necessitate the need for digitalisation of HRM. In addition, the following were explored: HRM Digital Strategies that could be adopted and add value in the South African workplace; the extent and nature of that value; the challenges probably encountered in doing so and possible means to overcome the challenges. The discussion led to the development of a hypothetical, theoretical model of HRM digitalisation in the South African workplace. The hypothetical model was used as the basis for the development of a measuring instrument used to collect empirical data for this study. The empirical study used the online questionnaire survey as the data collection instrument that measured the extent and nature of value that various HRM Digital Strategies could vii | P a g e add to the South African workplace; perceived value and hard evidence of the impact of HRM digitalisation; and the extent and nature of challenges associated with the Adoption of HRM Digital Strategies across the HR value chain. The online survey questionnaire was administered to HR directors, HR managers, HR practitioners and line managers who worked in the automotive manufacturing industry in the municipalities of Nelson Mandela Bay in Port Elizabeth and Buffalo City in East London in the Eastern Cape Province of South Africa. A non-probability sampling procedure which comprised a combination of purposive and snowball sampling methods was used to select participants for the study (n = 312). The results from the empirical study, computed using Exploratory Factor Analysis (EFA), descriptive statistics and inferential statistics (such as paired-sample t-tests, Pearson’s product moment correlation and regression analysis) showed that organisations in South Africa had invested and adopted more of Digital Talent and Digital Media strategies and less of Digital Org (Design & Culture) and Digital ERM HRM strategies across the HR value chain and as a result, had gained more value at relational level, followed by that at operational level. They gained the least value at transformational level. It was therefore revealed that if HRM professionals, managers and leaders within organisations want to boost the contribution of the HRM function towards achieving the strategic goals of the organisation (transformational level), digitalising the function is one of the best ways. They can achieve this by investing more of HRM Digital Strategies related to Digital Org (Design & Culture), followed by Digital Talent and Digital ERM strategies. Challenges related to the adoption of digital strategies across the HR value chain were only found to negatively influence Digital Org (Design & Culture) and Digital ERM strategies, whereas Digital Talent and Digital Media strategies were not negatively influenced. Based on the literature and empirical results of this study, an integrative HRM digitalisation model was designed to provide a framework approach for implementing HRM digitalisation in South African organisations. , Thesis (PhD) -- Faculty of Business and Economic science, 2022
- Full Text:
- Date Issued: 2022-04
- Authors: Chapano, Munodani
- Date: 2022-04
- Subjects: Personnel management , Human Resources Assessment
- Language: English
- Type: Doctoral theses , text
- Identifier: http://hdl.handle.net/10948/57578 , vital:58094
- Description: The main objective of this study was to determine the extent and nature of value that HRM digitalisation can add to the South African workplace. Digitalisation is a product of 4IR, which refers to the process of leveraging and applying 4IR technologies within organisational operations, including HRM, with the aim of optimising business processes. HRM digitalisation refers to the adoption and application of digital HRM technologies of the 4IR in the conduct of HRM practices, policies, activities and transactions to optimise the HRM function. Due to a shortage of studies that shed light on the value contributed by HRM digitalisation in the workplace, a need arises to determine the extent and nature of this value and the strategies needed to unlock this potential in the context of the 4IR. Moreover, in most South African (SA) organisations, there has been a lack of a fully integrated approach to digital HRM. Thus, this study aims at exploring HRM digitalisation and the value it contributes to South African organisations, with the expectation of developing an articulated and integrative HRM digital strategy for South African organisations. This study was accomplished by means of a literature and an empirical study. The literature study provided theoretical information related to challenges and opportunities introduced by the 4IR in the world of work, with specific reference to the South African workplace and which therefore impact HRM and necessitate the need for digitalisation of HRM. In addition, the following were explored: HRM Digital Strategies that could be adopted and add value in the South African workplace; the extent and nature of that value; the challenges probably encountered in doing so and possible means to overcome the challenges. The discussion led to the development of a hypothetical, theoretical model of HRM digitalisation in the South African workplace. The hypothetical model was used as the basis for the development of a measuring instrument used to collect empirical data for this study. The empirical study used the online questionnaire survey as the data collection instrument that measured the extent and nature of value that various HRM Digital Strategies could vii | P a g e add to the South African workplace; perceived value and hard evidence of the impact of HRM digitalisation; and the extent and nature of challenges associated with the Adoption of HRM Digital Strategies across the HR value chain. The online survey questionnaire was administered to HR directors, HR managers, HR practitioners and line managers who worked in the automotive manufacturing industry in the municipalities of Nelson Mandela Bay in Port Elizabeth and Buffalo City in East London in the Eastern Cape Province of South Africa. A non-probability sampling procedure which comprised a combination of purposive and snowball sampling methods was used to select participants for the study (n = 312). The results from the empirical study, computed using Exploratory Factor Analysis (EFA), descriptive statistics and inferential statistics (such as paired-sample t-tests, Pearson’s product moment correlation and regression analysis) showed that organisations in South Africa had invested and adopted more of Digital Talent and Digital Media strategies and less of Digital Org (Design & Culture) and Digital ERM HRM strategies across the HR value chain and as a result, had gained more value at relational level, followed by that at operational level. They gained the least value at transformational level. It was therefore revealed that if HRM professionals, managers and leaders within organisations want to boost the contribution of the HRM function towards achieving the strategic goals of the organisation (transformational level), digitalising the function is one of the best ways. They can achieve this by investing more of HRM Digital Strategies related to Digital Org (Design & Culture), followed by Digital Talent and Digital ERM strategies. Challenges related to the adoption of digital strategies across the HR value chain were only found to negatively influence Digital Org (Design & Culture) and Digital ERM strategies, whereas Digital Talent and Digital Media strategies were not negatively influenced. Based on the literature and empirical results of this study, an integrative HRM digitalisation model was designed to provide a framework approach for implementing HRM digitalisation in South African organisations. , Thesis (PhD) -- Faculty of Business and Economic science, 2022
- Full Text:
- Date Issued: 2022-04
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