An assessment of senior management support for the records and information management function in Zimbabwe’s central government
| Date | 06 June 2024 |
| Pages | 86-93 |
| DOI | https://doi.org/10.1108/CC-06-2023-0021 |
| Published date | 06 June 2024 |
| Subject Matter | Library & information science,Collection building & management |
| Author | Samson Mutsagondo,Njabulo Bruce Khumalo |
An assessment of senior management support
for the records and information management
function in Zimbabwe’s central government
Samson Mutsagondo
School of Interdisciplinary Research and Graduate Studies, College of Human Sciences, University of South Africa,
Pretoria, South Africa, and
Njabulo Bruce Khumalo
History Heritage and Knowledge Systems Department, University of Zimbabwe, Harare, Zimbabwe
Abstract
Purpose –Using a case study of Zimbabwe’s central government, this study aims to empirically examine the extent to which senior management
was supportive of the records management function as well as the reasons why such levels of support subsisted.
Design/methodology/approach –This mixed methods research made use of the explanatory sequential research design where quantitative
responses from records and information supervisors were either confirmed or disconfirmed by open-ended interview responses fro m finance and
administration directors. Fifteen records and information supervisors and eight finance and administration directors participated in the study.
Document reviews and personal observation were also used in soliciting data.
Findings –The study revealed that top management was not very supportive of the records management function as a result of lack of know ledge about
records management and because of negative perceptions and attitudes harboured by some senior ma nagers towards the functional area. The study also
revealed that organisational structural factors also played a part as the records and informa tion management section was poorly represented by finance
and administration directors at the top, who by virtue of their training had little knowledgeabout and interest in records management.
Originality/value –The study raises the importance of senior management in records management processes, projects and programmes. It
highlights that without senior management support, records management initiatives are bound to fail. Thus, the study is important as it raises the
need to incorporate senior management as part of organisations’tactical and operational strategy.
Keywords Records, Records management, Perceptions, Senior management , Senior management support
Paper type Research paper
Introduction and background to the study
Records and information management, just like other public
functions such as finance, administration and human
resources, looks up to senior management for active support
and positive engagement. The function that is responsible for
the creation, receipt, use, maintenance, preservation and
controlled disposal of records and information needs top
management that is supportive in terms of human, financial
and material resources, among others, to successfully conduct
its business. Without suchsupport, it is difficult for records and
information personnel to excel in conducting their dutiesor at
least to meet their mandate.
There are three levels of management in any organisation,
that is, low, middle and top management levels. Low-level
management, also called supervisory level, is responsible for
coordinating andimplementing decisions and work as designed
and delegated by middle and senior management (Okafor,
2014). Low-level managers interact on a day-to-day basis with
subordinates and see to it that assigned work is done
satisfactorily and according to set short-term targets. In the
records and information scenario in Zimbabwe, low-level
managers are records and information supervisors who head
the records and information section. Above them are middle-
level managers. Ahmed et al. (2021) aver that middle-level
managers coordinate work between senior- and low-level
management. They are responsiblefor tactical decisions as they
report to senior managers.In the context of Zimbabwe’s central
government, middle-level managers are deputy directors,
specifically, deputy directors of finance, human resources and
administration (Matangira, 2016). Senior management level is
top-level management. According to Men et al. (2023), top
management refers to personnel at the very top of the
organisation who among other roles, make importantdecisions
and improve the bottom line of a business. Amongst them are
chief executive officers, directors and senior managers. In
Zimbabwe’s central government, top-level managers include
the directors of finance and administration and permanent
The current issue and full text archiveof this journal is available on Emerald
Insight at: https://www.emerald.com/insight/2514-9326.htm
Collection and Curation
43/3 (2024) 86–93
© Emerald Publishing Limited [ISSN 2514-9326]
[DOI 10.1108/CC-06-2023-0021]
The authors would like to thank public sector records and information
supervisors, administration and finance directors forparticipating in this study.
Received 19 June 2023
Revised 15 March 2024
Accepted 10 April 2024
86
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