Enhancing human resources governance for risk mitigation: Pathways to resilience in Zambian quasi-governmental organisations

Daniel Siakalima; Austin Mwange; Francis Simui

doi:10.51867/ajernet.7.2.23

Autores

Daniel Siakalima The University of Zambia, Zambia
Austin Mwange The University of Zambia, Zambia https://orcid.org/0000-0001-8568-3063
Francis Simui The University of Zambia, Zambia https://orcid.org/0000-0002-7199-2970

DOI:

https://doi.org/10.51867/ajernet.7.2.23

Palavras-chave:

HR Governance Enhancement, Leadership, Professionalisation, Quasi-Governmental Organisations, Organisational Resilience, Risk Mitigation, Technology Adoption, Zambia

Resumo

"Human resources governance enhancement" refers to strengthening the structures, capabilities, and practices through which organisations oversee people-related decisions and risks. This paper examines how such enhancement can improve risk mitigation and organisational resilience in Zambian quasi-governmental organisations. Guided by resource dependency theory, organisational learning theory, and technology acceptance theory, the study adopted an interpretivist multiple-case study design. The target population comprised the most senior HR practitioners in quasi-governmental organisations in Zambia, and purposive sampling yielded eleven participants drawn from eleven organisations across diverse sectors. Data were collected through semi-structured in-depth interviews and analysed thematically using Braun and Clarke's six-phase framework. The findings identify three interdependent pathways to stronger HR governance: strategic HR representation at board level, targeted technology adoption for standardisation and data-driven monitoring, and the professionalisation of the HR function. The study further shows that these pathways are only effective when supported by leadership commitment and an organisational culture that treats risk management as a shared responsibility. The paper concludes that HR governance enhancement requires structural, technological, and cultural change and recommends deliberate board-level inclusion of HR expertise, phased investment in HR technologies, and stronger professional standards for HR practice in quasi-governmental organisations.

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