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how do managers in zimbabwean companies prioritize their personal gains ahead stakeholders

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Management

p-ISSN: 2162-9374    e-ISSN: 2162-8416

2016;  6(4): 89-102

doi:10.5923/j.mm.20160604.01

 

Managing State-Owned Enterprises (SOEs) and Parastatals in Zimbabwe: Human Resource Management Challenges - Drawing Lessons from the Chinese ExperienceAbstractReferenceFull-Text PDFFull-text HTML

Rangarirai Muzapu, Taona Havadi, Kudzai Mandizvidza, Niu Xiongyi

Business School, University of International Business and Economics (UIBE), Beijing, China

Correspondence to: Rangarirai Muzapu, Business School, University of International Business and Economics (UIBE), Beijing, China.

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Copyright © 2016 Scientific & Academic Publishing. All Rights Reserved.

This work is licensed under the Creative Commons Attribution International License (CC BY). 
http://creativecommons.org/licenses/by/4.0/ 

Abstract

The paper establishes how different human resource management styles and practices can be implemented to enhance effectiveness of state-owned enterprises (SOEs). It largely focuses on Zimbabwe’s state enterprises human resource management challenges and highlights the impact of such challenges on production and productivity. Furthermore, the paper proffers possible solutions by drawing from applicable and implementable lessons from the Chinese state enterprise management reforms. A survey and document analysis approach was used to gain insights into human resource management styles and challenges in Zimbabwe’s state enterprises. Desk research method was used to collect data on the Chinese side. The study found that weaknesses in governance structures were the root cause of the poor performances affecting state enterprises in Zimbabwe. Some identified weaknesses included the lack of quality leadership, poor work ethic, corruption, high human resource turnover, lack of performance-based reward practices, overstaying and intra-swapping of leadership in parastatals. It was noted that in the absence of sound corporate governance reforms, the state enterprises in Zimbabwe may not perform optimally. The researchers agree with other scholars that corporate human resource governance is dynamic and evolving. It then requires full commitment and strict adherence to effective management principles and practices. However, further research may be necessary to understand the reasons for human resource governance failures in SOEs in developing countries.