Lewis Dzimbiri - Academia.edu (original) (raw)

Papers by Lewis Dzimbiri

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American Journal of Business and Management, 2016

Emotional Intelligence has become increasingly popular as a management tool for boosting performa... more Emotional Intelligence has become increasingly popular as a management tool for boosting performance at work. Despite this popularity, there is no sustained research in Zimbabwe that substantiates the efficacy of emotional intelligence especially within municipality environments. Using Goleman’s four clusters of emotional intelligence self-awareness, emotional intelligence self-management, emotional intelligence awareness of others and emotional intelligence management of others managers rated themselves high as compared to employee ratings. The results indicate that managers may be clueless as to employee perceptions of their behaviour. It is important that managers constantly get feedback from those they lead so that they improve their attitude and behaviour. Using purposive and stratified sampling techniques, 32 managers and 400 subordinates participated in the study. The instrument that measured Goleman’s emotional intelligence through self-rating was reliable with Cronbach’s Al...

The relationship between emotional intelligence and performance has increasingly gained popularit... more The relationship between emotional intelligence and performance has increasingly gained popularity with the assertion that managers’ emotional intelligence plays an important role in providing supportive management for employees. The main aim was to establish the relationship between managers’ emotional intelligence and employee performance. The research was purely quantitative descriptive survey of Gweru and Kwekwe City Councils in Zimbabwe. Purposive sampling was used to select 32 line managers and stratified random sampling to select 400 employees. Goleman’s emotional competence inventory was used to measure managers’ emotional intelligence while performance appraisal was used to assess employee performance. It was established that all managers’ emotional intelligence variables significantly impacted on employee performance (all p-values=0.000). A positive correlation supported the hypothesis that managers’ emotional intelligence has a relationship with employee performance. A re...

Southern Africa political and economic monthly, 1998

Pula: Botswana Journal of African Studies, 2007

European Scientific Journal, ESJ, 2015

Performance management has become widely recognised and accepted as a basic management tool. It g... more Performance management has become widely recognised and accepted as a basic management tool. It greatly influences the levels of productivity, service delivery and the image of an organisation in general. However the implementation of performance management system and any other system in general can have its own challenges.The main aim of the research was to assess the challenges that the public hospital face in the implementation of their performance management system. The researcher conveniently selected one provincial hospital in Zimbabwe. Purposive and systematic random sampling were used to select participants for the research. A total of 94 respondents participated in the research. Collection of data was done through questionnaires, interviews, and company records. The findings of the study revealed that the organization uses the Results Based Management system as its performance management tool and there are a number challenges being faced in the implementation of the system....

African Journal of Business Management, Aug 28, 2018

For organizations to measure the performance of its employees there is a need to have key perform... more For organizations to measure the performance of its employees there is a need to have key performance indicators and performance standards set. The current study at Gweru and Kwekwe City Councils in Zimbabwe assessed eight (8) performance aspects, which are quality work, employee output, communication and dependability (customer), controlling of costs (financial), planning, team working, problem solving and technical understanding (internal methods/organization procedure) and leadership management (learning and growth potential). The study was a quantitative descriptive survey that allowed managers to appraise employee performance. All 32 line managers participated in the research, and 400 employees were selected using stratified random sampling by departments, as employees reported to the same managers. The constructs that measured employee performance were reliable with Cronbach's Alpha reliability coefficients ranging from problem analysis and resolution (0.734), employee controlling costs (0.794), planning and organizing (0.796), employee output (0.778), employee communication (0.823), employee leadership (0.8333) and employee dependability (0.861). Generally, employee performance with regard to quality service for customer needs, financials, internal procedures and learning and growth was low. The technical understanding attribute of performance among employees as determined by managers had the least mean score (12.4%), indicating that public sector organizations like city councils in Zimbabwe, may still engage 'Rocks' kind of employees. Rocks are the kind of employees who are incompetent because they do not have the technical understanding to do the job and they seem not to care. It is recommended that managers in Gweru and Kwekwe city councils should come up with rigorous training and development policies and practices that help employees acquire relevant skills. Performance indicators should be clearly communicated to all employees. The Gweru and Kwekwe city councils should develop a performance management system that is linked to their performance goals. Constant performance feedback should be given to both managers and employees.

Electoral Studies, 1994

The 1993 Malawi referendum was conducted on 14 June. The central question at issue was whether th... more The 1993 Malawi referendum was conducted on 14 June. The central question at issue was whether the system of government should remain a single-party system or should revert to a multi-party system. About 67 per cent of the voters chose to see the system change to plural politics, while 33 per cent were in favour of the maintenance of the one-party system. The result of the elections is that Malawi is now a nation with several political parties anxious to go to the polls on 17 May 1994 in a general election. Background Since independence in 1964 and upon achieving republican status in 1966, Malawi remained a one-party system under the leadership of Dr H. Kamuzu Banda. The latter was sworn in as Life President of Malawi and the Malawi Congress Party in 1971. The events which led to the referendum began quite unexpectedly. To create effective machinery through which the needs or demands of the citizenry could better be channelled to the Head of State, a dialogue committee was set up. The Presidential Committee on Dialogue (PCD) represented the Malawi Congress Party (in government) and the Public Affairs Committee was to represent various categories of interests. These included the Anglican Church, the Evangelical Baptist Church, the Episcopal Conference of Malawi, the Muslim community, the Christian Council of Malawi, the Church of Central Africa Presbyterian General Synod, the business community, the Malawi Law Society, the Alliance for Democracy (AFORD), and the United Democratic Front (UDF). The events started when eight Catholic bishops wrote a pastoral letter which was read in all Roman Catholic churches on 8 March 1993. The letter attacked the injustices and extreme abuse of human rights by the one-party MCP government. This was followed by the dramatic arrival of Chakufwa Chihana, his renunciation of the ruling party and government and his call for a national referendum where people would be asked to choose their future. Death threats to the bishops, and the arrest of Chakufwa Chihana on 6 April 1993 only helped to fuel the demands for change.

Africa Development, 2010

In his 18-page paper entitled 'The Challenges of Governance, Public Sector Reform and Public Admi... more In his 18-page paper entitled 'The Challenges of Governance, Public Sector Reform and Public Administration in Africa: Some Research Issues', Guy Mhone made central to public sector reforms the need to promote procedural rationality in the operation of the public sector and instrumental rationality in terms of economic, social and political outcomes. The present paper contributes to the debate on procedural rationality by focusing attention on performance management systems (PMS), which has emerged with the advent of New Public Management (NPM). It starts by providing the context of the changing role of the state since the 1980s as a background to public sector reforms in Africa. The paper further clarifies NPM and PMS as applied to the public sector before going on to discuss the experience of Botswana in public sector reforms, with particular emphasis on its performance management system. How PMS emerged, its implementation, its monitoring and evaluation are examined in this paper, along with an analysis of challenges and lessons learnt. Résumé Dans son article de 18 pages intitulée « Les défis de la gouvernance, de la réforme du secteur public et de l'administration publique en Afrique: Quelques thèmes de recherche», Guy Mhone a insisté sur la nécessité de promouvoir la rationalité procédurale dans le fonctionnement du secteur public et la rationalité instrumentale en termes de résultats économiques, sociaux et politiques. Cet article contribue au débat sur la rationalité procédurale, en mettant l'accent sur le système de gestion de la performance (SGP) qui a émergé avec l'avènement de la Nouvelle Gestion Publique (NGP). Il commence par indiquer le contexte de l'évolution du rôle de l'État depuis les années 1980 comme toile de fond des réformes du secteur public en Afrique. L'article clarifie en outre la NGP et le SGP

A decade ago, Dzimbiri1 noted that the hybrid administrative system created a huge dilemma to man... more A decade ago, Dzimbiri1 noted that the hybrid administrative system created a huge dilemma to management training in Africa. This paper is an extension of this thesis to explain the dismal outcomes of public sector reforms in Africa. The absence of indigenous entrepreneurial class, human and material resources ‘forced ’ the state at independence to become a major actor in socio-economic development. However, new brands of reforms which called for new public management techniques questioned the size and role of the state in Africa consequently, public sector reforms aimed at modernizing public sector bureaucracy to improve the quality of life of the citizens became fashionable. Despite tremendous efforts and resources many countries have not come close to their goals of developing and transforming their societies to the same 1 Dzimbiri, L.(1996) ‘The Hybrid Administrative System and the management Training Dilemma’. Journal

Normal 0 false false false EN-CA X-NONE X-NONE MicrosoftInternetExplorer4 One of the features of ... more Normal 0 false false false EN-CA X-NONE X-NONE MicrosoftInternetExplorer4 One of the features of effective organisations is the ability to adapt to an ever changing social, political, economic and technological world which has a huge impact on growth, development and performance . The process of managing that change is riddled with various challenges which managers and employees have to surmount to ensure a smooth transition from the current state to the desired state of affair. Higher education institutions like universities which want to be effective in teaching, learning, research and outreach programmes and therefore inject a strategic impact on their public and private sector clientele need to embrace change. Founded in 1982, the University of Botswana in Southern Africa, has undergone various processes of transformation to ensure that it is effective in its mandate as the only public university over the past two and half decades. Based on documentary sources and the author’s e...

This chapter examines industrial relation in Malawi over a period of more than four decades. Cent... more This chapter examines industrial relation in Malawi over a period of more than four decades. Central to the analysis is the role of the state and the international donor community in shaping Malawi's industrial relations since independence. The role of the labour movement shifted from a vibrant to a docile one during move from the colonial period to the country's independence as a one-party state, then again to a more buoyant role during the return to multiparty democracy in the 1990s. The chapter starts with the political and economic context of the country before examining the origins and present state of trade unions in Malawi. It also discusses industrial relations legislation and present industrial relations practices. These include freedom of association, collective bargaining, disputes resolution and the right to strike.