Computerised information systems are a strategic resource for civil service reform, but why do so many systems fail? What are the preconditions for success? What are the wider implications of computerised personnel records in the context of structural adjustment in Africa? Researchers from the International Records Management Trust and University College, London probed these issues in the light of case studies drawn from Ghana, Uganda and Zimbabwe. Their report suggests ways to boost the effectiveness of information technology as a human resources management tool.

Strengthening public administration is a key prerequisite of sustainable development. Structural adjustment programmes typically require significant reductions in the size of public services, so quality of human resource management becomes a critical factor. Information technology can create more efficient personnel databases, but the failure rate of projects involving the introduction of IT is high. In all three case studies, shortages of skilled technical staff and ineffective training programmes caused difficulties and delays. The failure to appreciate the importance of making linkages between paper records and the automated system was a serious weakness. In Ghana, where a centralised, integrated personnel and payroll database was successfully developed, unrealistically optimistic timetables led to corner cutting that ultimately limited effective implementation.

The history of conflict in Uganda has led to destruction of much important documentation. Here a decentralised system based on personal computers was initiated. The relationship of paper-based records to the computerised system proved a stumbling block and the project stalled in its second, implementation phase. In Zimbabwe, where levels of technical infrastructure stood highest at the outset, a mix of data handling approaches was tried. Though public sector wage bills fell, reforms in recruitment, managerial structures, and evaluation systems were also needed to maintain staff quality. Across the board, research findings in respect of problems showed that:

• assumptions by planners about existing data and technical and managerial capacities proved flawed
• appropriate and reliable data are key prerequisites for successful computerisation of personnel records
• records represent the fundamental and legally verifiable data source needed for personnel systems
• IT projects often fail because they have not captured specific data needed to meet business objectives
• strategies for capturing data have been set unrealistic targets and inadequately resourced
• legal and administrative requirements for record-keeping need to be strictly defined and evaluated
• pressure to meet macroeconomic policy goals has forced unrealistic timetables on database projects.

Policy solutions recommended by the research team include:

• Initial preparation to improve existing paper-based records as sources of data for automation.
• Recognition of the size of the task and provision of time and resources for long term maintenance.
• Techniques for capturing missing data and bridging gaps in paper-based records with databases.
• Incentives to encourage staff cooperation, such as linking personnel data gathering to job evaluation.
• Installation of effective records management systems, including security and data backup systems.
• Creation of techniques for assessing authenticity and reliability of records and ensuring accountability.

Source(s):
1. N. Korac-Boisvert and A. Kouzmin, Transcending soft-core IT disasters in public sector organisations. Information Infrastructure and Policy, Vol. 4 (1995)
2. E. E. Woherem, Towards a culture of management of software systems in Africa. Information for Technology Development, Vol. 6 (March 1995)

Funded by: ESCOR/DFID, UK (March-December 1996)

id21 Research Highlight: 1998-Apr-13

Further Information:
Piers Cain
International Records Management Trust
12 John Street
London
WC1N 2EB
UK

Tel: +44 (0) 171 831 4101
Fax: +44 (0) 171 831 7404
Contact the contributor: p.cain@sas.ac.uk

International Records Management Trust, (IRMT), UK