AUTOMATED MEMBERSHIP RECORD MANAGEMENT
CHAPTER ONE
INTRODUCTION
1.0 Introduction
This chapter provides the description of the background to the study; the research objectives, the research questions, the hypothesis, the scope of the study, the significance of the study, limitations to the study and the definition of terms.
1.1 Background
Discontinuous change has become one of the major characteristics of the African environment. Such an unstable dynamic environment where continuous change is a normal occurrence necessitates an appropriate response in order to gain, regain or sustain a competitive advantage. Organizations in Africa are therefore gradually realizing that there should be major changes on how they deploy their strategic resources to transform the organization into something new, totally different from what it has been before. Strategic transformation actions, can however, only be sustained if backed by excellent information systems (including a system to manage the internal records of the organization). All but the smallest number of organizations in Africa has record management departments, and the potential market for new records management systems is enormous. Records management has evolved from a paper-based function responsible for the storage of an organization’s miscellaneous documents, to one concerned with the management of specified internal records, in a multitude of media, from creation to disposal, through their active use as sources of information, and hence to ultimate review against retention schedules, for their eventual destruction (De Wet and Du Toit, 2000:74). The service provided by records management is vital to any organization, and to every information-using employee in it. Its primary function is to facilitate the free flow of records through an organization, to ensure that information is available rapidly where and when it is needed. To carry out this function needs an efficient, effective records management programme. By helping the users to do their jobs better and more easily, the records manager serves the company. Given that an organization’s records are unique to it, they need to be managed explicitly, just as the organization would manage its other resources i.e. its people, money and estate.
The past twenty years has revolutionized the way in which information is generated and stored (Beastall, 1998:89). The rate at which records are supplied to the end-user has therefore increased drastically as a result of technological advancement. Furthermore, the pace at which information is flowing from employer to employee at times makes it
Difficult for an employee to ensure that all records have been read before attempting to destroy them. Some of the documents sent by the employer to the employee are so important that if these are destroyed without being read, an employee may find him/herself far behind the normal operation of his/her organization. In support of the above statement, Mrwebi (2000:1) indicated that information plays a very significant role in the economic development of organizations. It is increasingly used as a corporate resource to improve productivity, efficiency and effectiveness. In support of the above sentiments, Penn, Pennix and Coulson (1994:3) defined records as any information that is recorded on any physical medium, generated or received by a business enterprise as evidence of its organization, functions, policies, procedures, operations, and internal or external transactions, and valuable because of the information it contains. Correspondence is normally conducted manually or electronically through electronic mail or Intranet. Documents such as policies, procedures, contracts, regulations, minutes, circulars etc are often available for employees to update or familiarize themselves with the normal operation of their organisation. Ignorance of such documents may affect the competitive performance of an organisation. This implies that information in the form of records is used by organizations via employees as a strategic weapon to gain, a competitive advantage for the organization that creates, receives and uses them effectively (Mrwebi, 2000:1).
1.2 Statement of the problem
Establishing an effective means of transferring information to individuals and organizations, especially those that can use record management more productively, becomes a major task (Meyer, 1996:15). Although printed materials are at times used as a form of communication devices, electronic systems format is considered as a speedy way of reaching all employees attached to Directorate for Ethics and Integrity Kampala in a shorter period of time. Such devices were decided on, in consideration of the widely scattered components of Directorate for Ethics and Integrity Kampala. The introduction of computers would therefore assist in achieving and adding value to the conduct of Directorate for Ethics and Integrity business transactions (Johare, 2001:97). Although increased performance and speedy decision-making were the motive behind electronic communication devices, it remains difficult for Directorate for Ethics and Integrity to take quicker decisions and increase its performance owing to the behavior of end-users after receiving information. Some staff members delete documents on arrival while others do not have time to visit the organization’s Intranet. In support of the above statement, Meyer (1996:15) indicates that, “with the abundance of information available, there is a growing concern about the low level of information transfer and utilization as compared to the amount of knowledge and information produced”. Rowlands (2003:9) further indicates that information processes cannot be understood without first understanding human behavior. We need a much better understanding of the reasons why and the manner in which people browse, forage, interact and consume and subsequently use electronic information managing records. Such action ends up affecting the speed at which a decision is taken for competitive survival. Uninformed employees often unwittingly operate in opposition to an organization’s procedure. It therefore opens doors for rivals to use the opportunity to gain a competitive advantage against the organization in question. Over a long period the effect of this may be both negative and positive (Rowlands, 2003:7). It therefore implies that the responsibility in an organization for avoiding negative influences on the organization’s survival lies with the end-user (employees). The behavior of end-users records management to information is essential for the success of all organizations. Scattered employees are often difficult to manage without proper communication tools and their commitment to check or read all records. Although mass production of information is becoming a serious problem in both commerce and government, it remains fruitful for members of staff to align themselves with the organizations records (Mordel, 1990:287).
1.3 Purpose of the study
The purpose of the study is to investigate the impact of automation of records management and on the performance of an organization considering a case study of directorate for ethics and integrity Kampala
1.4 objectives of the study
i. To determine the extent to which automation of records management contribute to the performance of an organization
ii. To find out the impact of electronic records management on the performance of an organization
iii. To identify the relationship between records management and competitive performance of organizations
1.5 Research question
i. To what extent does automation of records management contribute to the performance of an organization?
ii. What is the impact of proper records management on the performance of an organization?
iii. What is the relationship between record management and competitive performance of organizations?