Unveiling Strategic Human Resource Training and Development Challenges in Zimbabwe's Local Authorities: Pathways to Sustainable Governance

Evans Bonjisi Tembo; Grace Portia Kuda Ngorora-Madzimure; Thomas Brighton Bhebhe

doi:10.63726/jmsit.v2i1.407

Authors

Evans Bonjisi Tembo Chinhoyi University of Technology, Chinhoyi
Grace Portia Kuda Ngorora-Madzimure Chinhoyi University of Technology, Zimbabwe https://orcid.org/0000-0003-4756-3137
Thomas Brighton Bhebhe Chinhoyi University of Technology, Zimbabwe https://orcid.org/0000-0001-6035-8723

DOI:

https://doi.org/10.63726/jmsit.v2i1.407

Keywords:

strategic human resource training and development, local authorities, sustainable development, public sector, institutional challenges, service delivery

Abstract

This study examines the barriers to strategic human resource training and development (HRTD) within Zimbabwe’s local authorities and proposes context-driven strategies to strengthen workforce capacity and governance. The study is anchored in the High-Performance Work Performance Systems (HPWS) theory. The study adopted a positivist philosophical stance and a descriptive survey design within a quantitative methodological approach. Data was collected using structured questionnaires which were analyzed using SPSS version 21.0. The sample comprised 312 respondents, selected through stratified sampling from 25 local authorities distributed across the country. Findings reveal that strategic HRTD is hindered by internal misalignments, leadership inertia and limited HR capacity. It is further exacerbated by external challenges such as technological disruption, economic instability and regulatory volatility. In response, the study advocates for a governance framework that is contextually responsive, leveraging digital innovation, institutional partnerships and diversified funding to reposition HRTD as a catalyst for resilience and improved service delivery. The research contributes to HRTD theory by illustrating how institutional and environmental constraints influence capacity-building in local governance and introduces a hybrid model that reconceptualizes HRTD as a strategic instrument through innovation-driven, context-sensitive approaches. While the study offers valuable insights, its geographic focus on Zimbabwean local authorities may limit the broader applicability of its findings, suggesting the need for future comparative research across diverse regional contexts.

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