https://ir.zou.ac.zw/files/original/cbb7c03033081f98905889af9bb67aeb.pdf 67fd188601539d0af02821b791248094 Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Staff Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource A STUDY OF THE FACTORS IMPACTING THE IMPLEMENTATION OF RESULTS BASED MANAGEMENT (RBM) IN THE PUBLIC SERVICE IN ZIMBABWE Creator An entity primarily responsible for making the resource RUDO GRACE GWATA Description An account of the resource This study determined that the availability of capacity to implement Results Based Management (RBM) is a major determinant of the success or failure of the strategy. The purpose of the study was to investigate the main factors that impacted on the implementation of the RBM strategy in the Zimbabwe Public Service. Over the past three decades, the principle of RBM has been adopted by many Governments and public organizations worldwide to improve the implementation of national programmes. In Zimbabwe, the strategy was introduced in 2005 with the expectation that there would be improvement in the Public Service delivery and subsequently the lives of all stakeholders within the delivery system. However, the results, like in many other countries, had not been realized as expected. The study sought to understand the factors that affected the implementation of the strategy from the perspective of individual managers in the Zimbabwe Public Service, to determine whether or not the implementation process could help to explain the limited impact of the strategy. Limited research had been done to explore the experiences of individuals in the implementation of Public sector reforms. Understanding the experiences of Civil Servants regarding RBM could help to identify strategies to improve implementation and hence increased impact of the management strategy. Such understanding can also provide insight into the formulation of future initiatives for the implementation of other national programmes. It is expected that this study will contribute towards providing the Zimbabwe Public Service, and possibly other organizations, with suggestions on how they can improve their service to stakeholders. The study used both secondary and primary data. The secondary data was obtained through extensive study of relevant literature while the primary data was obtained from an exploratory study that comprised purposive and snowball sampling of middle and top managers from Head Offices of government institutions. Semi-structured open ended questions were asked to 32 managers to explore their experiences and challenges in the implementation of RBM. Content analysis of the original transcripts was employed to identify emergent themes. A number of key findings emerged from this study including the inadequacy of skills, information, attitude as well as financial resources to effectively implement RBM. In the case of financial resources, the inadequacy was reportedly in terms of both timing and quantity. Also, there was inadequate performance by managers in both the planning and performance measurement functions which are the core components of RBM. The main conclusion drawn from this research is that managers, particularly those within the line Ministries, were implementing the strategy without the requisite capacity to allow for the realization of the benefits of RBM. This study argues for a results based capacity building model to effectively equip managers with the required capacity. That is, a model that focuses on results emphasizes full participation of stakeholders in the identification of knowledge needs, formulation of strategies, monitoring and evaluation of these strategies. Such monitoring and evaluation includes the review and adjustment of the related systems as well as the incorporation of learning and information sharing throughout the process. Publisher An entity responsible for making the resource available Zimbabwe Date A point or period of time associated with an event in the lifecycle of the resource 2013 public administration public service