International Journal of Research and Innovation in Social Science (IJRISS) | Volume III, Issue IX, September 2019 | ISSN 2454–6186

Implementing Results Based Management in the Zimbabwe Civil Service: Can it Work?

Jefias Mundondo, Vitalis Chikoko, Andrew Chindanya
(Educational Leadership and Management), Great Zimbabwe University, Zimbabwe

Abstract:-The overarching goal of the study was to establish what it entails to make the Results Based Management (RBM) system work in the Zimbabwe Civil Service. In pursuit of this goal, the study explored how civil servants understand and experience the implementation of the RBM system, their attitudes towards the system, factors affecting implementation and their perspectives regarding the way forward. A review literature and studies showed that there were mixed feelings about the efficiency, effectiveness, appropriateness, workability and sustainability of the RBM system in the Zimbabwe Civil Service. There seemed to be inadequate knowledge about what it entails to make RBM work. This study therefore sought to establish what really works for RBM in the Zimbabwe Civil Service.
The study used the qualitative approach to explore the phenomena under study. The phenomenology design was employed to bring to the fore experiences and perceptions of civil servants with regards to the implementation of RBM in the Zimbabwe Civil Service. Face-to-face individual in-depth interviews and focus group discussions were used to generate data from participants. The document analysis technique was also used to compliment face to face individual in-depth interviews and focus group discussions.
The study established that civil servants especially those in the lower levels of Ministries and Departments had not clearly understood and totally embraced the RBM system. They lacked the necessary competencies, knowledge and technical skills to effectively implement the RBM system. Civil servants did not have the motivation, passion and commitment to implement the RBM system. The RBM training exposed to civil servants was rather inadequate and ineffective especially to personnel at lower levels of Ministries and Departments. There was no meaningful feedback on performance and in addition, training needs and performance gaps were not regularly and adequately addressed. There were glaring gaps in monitoring and evaluation mechanisms and furthermore evaluation results were not fully utilized to improve the system. Generally, there were yawning gaps between ‘best practices ‘on RBM implementation and what was happening in the Zimbabwe Civil Service. The Zimbabwe Civil Service was simply not adhering to the principles and guidelines of RBM implementation.
All these yawning gaps point to the need of regular feedback, monitoring and evaluation as well as creation of a culture of learning during implementation. The regular feedback, monitoring and evaluation will result in making the necessary adjustments, modifications and corrections of the current RBM system. This continuous reviewing, updating and refinement of the system is anticipated to lead to the creation of a customized RBM system that speaks to the contextual issues of the civil service.
The study recommends that a large scale capacity building programme on RBM be conducted in all ministries and departments and across all categories of staff to enhance civil servants’ capacities to effectively implement RBM. It is also recommended that senior management should champion RBM implementation by supervising, monitoring, evaluating and enforcing its implementation. Monetary and non-monetary incentives be introduced to encourage implementation and improve civil servants’ attitudes towards the system. Further research on strategies of customizing the RBM system is recommended so that the system remains fit-for-purpose and continuously speak to the contextual factors of the Zimbabwe Civil Service and the country in general.

Key Words: Results based management, monitoring and evaluation, results based budgeting, planned targets, outputs, outcomes, impact.