Analysing the utility of strategic human resources management in the public sector: Case of the Civil Service Commission of Zimbabwe

Abstract

The study focused on the utility of the Strategic Human Resources Management model in the Civil Service Commissions. The SHRM model has for some time become an area of concern in the management of the Public Sector. It however, has not been explored by organisations with rigid structures. Since independence some reforms have been taking place but the implementation of Strategic Human Resources Management (SHRM) has remained untouched or less utilised. It was against this background that the researcher decided to undertake a study to dig dip into its utility in the Civil Service Commissions. The main objective was to analyse the effective of SHRM in the Civil Service Commissions (CSC). Different views by different authorities on SHRM were considered. Methodological pluralism was employed as different data collection methods such as indepth interviews, key informant interviews and questionnaires were used to come out with information on the utility of SHRM in the CSC. The paper managed to get information on the potential effectiveness. The study revealed that the CSC in terms of SHRM is still lagging behind and so far it has been cherry picking some tenets of SHRM once in a while. The top echelons are holding on to the power culture such that they are not entertaining full participation of line managers. Decision making is highly centralised and motivation is still at low note. This has resulted in a highly congested CSC with many employees than it requires and can afford to pay. The study recommends that the CSC mobilises funds for training and development to capacitate line managers with the required techniques, for retrenchment packages after downsizing as well as embark on a strategic restructuring programme.