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Accountability in personnel records management is to a large extent, dependent on the availability of personnel records, there has been very little recognition of the need to address the management of personnel records as evidence for accountability either in relation to Freedom of Information (FOI) or Open Data. It is in this regard, therefore, the purpose of this study is to investigate the legal frameworks for personnel records management in support of accountability. The study used a descriptive design which combined both qualitative and quantitative approaches where both qualitative and quantitative information was involved in the study. Founded on the records life cycle and the records continuum, the study aimed to fulfil its main objective: establishing legal frameworks for personnel records management at Garissa County Government (GCG). Purposive sampling was used to select 11 Human Resource Management Officers (HRMO), 11 Personnel Record Management Officers (PRMO) and 11 Personnel Records Management Clerks (PRMC) and 55 staff members who made the total sample of 88 respondents. Data collected were analysed using descriptive statistics with the help of a Statistical Package for Social Scientists (version 17) was used to perform the analysis of quantitative data and presented through frequency tables, percentages, means and standard deviations. Results indicated that the County Government does not have legal frameworks in personnel records management. Several challenges were identified including lack of personal records management policy, lack of integrity, lose of documents/file and poor communication system. Generally, the study shows that legal frameworks in personnel records management is very important in accountability, therefore, GCG management needs to take measure to improve legal frameworks in personnel records management infrastructure and develop personnel records management policy.

The study was conducted using a descriptive design. This design ensures that data collected are analysed and findings are reported to establish a better understanding of a physical or social phenomenon. The descriptive design combined both qualitative and quantitative approaches where both qualitative and quantitative information was involved in the study. The study was conducted at the County Government of Garissa’s Head Quarters; it targeted staff involved in personnel records management. Garissa town was selected because it is a centre of various activities in County Government of Garissa. The target population comprising HRMO, PRMO, PRMC and staff from different ministries who depended on the personnel records management activities. Purposive sampling was used to select 11 HRMO, 11 PRMO, 11 PRMC and 55 staff members who made the total sample of 88 respondents from the population. Questionnaire method was used to collect data from HRMO, PRMO, PRMC and staff members quickly and give more freedom (in terms of time and flexibility) to the respondents. Interviews were used to obtain more in-depth information from the PRMO, HRMO and PRMC being the individuals’ in-charge of personnel records were to provide information on legal frameworks for personnel records management at GCG.

Lack of a policy signifies a lack of accountability and awareness of the personnel records management standards, meaning that the staffs are not aware of their responsibilities towards the management of the County’s records. This is therefore likely to contribute significantly to poor performance (Mampe and Kalusopa, 2012). This then puts the County in a precarious position regarding personnel records due to lack of guidelines on classing and handling of personnel records. Lack of a policy also shows a lack of commitment in the area, purporting neglect, where responsibilities are not clearly assigned and remain unclear. Weak institutional capacity and the absence of, for example, comprehensive personnel records management policies have been cited as one of the main causes of archival (as well as records management) underdevelopment in Africa (Ngulube and Tafor 2006). From the reactions of the existence of a draft policy, the staff indicated that it covered among other things: a policy statement, scope, definition of terms, applicable legislation and procedures, mail management encompassing both incoming and outgoing mail, filing classification, retention and disposal, as well as a statement of responsibilities. The study revealed that: personnel records management in Kenya operates under the framework and guidance of the Kenya National Archives and Documentation Services – KNADS which is supported by the Public Archives and Documentation Services Act, Cap 19. Besides the Cap 19, of 1965 of the Laws of Kenya, there are also various legislations that support the management of records in Kenya including the Ministry of State for Public Service (MSPS) (DPM) Circular on personnel records reference number DPM. 12/6A Vol. I (71) of 12th March 2008, the Records Management Procedure Manual for the Public Service, May 2010, prepared by the MSPS in consultation with the KNADS to provide guidelines and procedures to be followed in the day to day management of records in the public service. It is meant to be used alongside existing laws and legislation governing records management in the service. The effective utilization of the manual as stated by the Ministry is to contribute towards the government’s quest to achieve good governance and accountability in the Public Service. Adherence to the Manual is also meant to streamline personnel records management practice leading to effectiveness and efficiency in service delivery and the Government Financial Regulations and Procedures, chapter 23, section 4:2–5 give guidelines on the retention period for financial records. The management of personnel records is guided by various legislations and circulars such as Public Archives and Documentation Service Act, (Cap.19, Laws of Kenya) revised 1991, The Employment Act Chapter 226, revised in 1977 and 2007, The Regulation of Wages and Conditions of Employment Act Chapter 229, Income Tax Act Chapter 470 revised 1989, The National Social Security Fund Act Chapter 258 revised 1989, The Service Commission Act Chapter 185 of 1967 and DPM.12/6A VOL. I (71) dated 12th March 2008 on the destruction of personnel records. Compliance to all the above legal frameworks will ensure that personnel records management in support of accountability at GCG is achieved.

The lack of effective personnel records management programme in a county agency was in itself non-conformity to the requirements and guidelines issued by the public services, thus leading to a lot of caution on how much could be revealed regarding the same. The focus of the study was on the assessment of paper-based and electronic personnel records management within the County Government. The assessment excluded other electronic records, such as online databases, with only personnel records being considered.

Nonexistence of personnel records management legal frameworks implies that the responsibilities for cooperate record management to GCG plans and guidelines of managing personnel records were inefficient. As a result of the absence of written personnel records management policy, there was also a lack of guidelines for appraisal, disposition and schedules of records. On legal frameworks for personnel records management at GCG, the findings revealed that there were many policies in GCG but personnel records management policy was missing which is very crucial. Record management policy will also enhance human resource management policy. The missing of the personnel records management policy reduces the accountability to people who deal with records management in general, increases lack of integrity and indicate that there is a presence of irrational decision.

The missing of the personnel records management policy reduce the accountability to people who deal with records management, in general, increases lack of integrity and indicate that there is a presence of irrational decision.

The purpose of the study was to investigate the management of personnel records in support of accountability in devolved governments: A case of GCG.

Addresses the standardization of the measurements and the labels for concepts commonly used in the study of work organizations. As a reference handbook and research tool, seeks to improve measurement in the study of work organizations and to facilitate the teaching of introductory courses in this subject. Focuses solely on work organizations, that is, social systems in which members work for money. Defines measurement and distinguishes four levels: nominal, ordinal, interval and ratio. Selects specific measures on the basis of quality, diversity, simplicity and availability and evaluates each measure for its validity and reliability. Employs a set of 38 concepts ‐ ranging from “absenteeism” to “turnover” as the handbook’s frame of reference. Concludes by reviewing organizational measurement over the past 30 years and recommending future measurement reseach.

Good records management and effective employees contribute greatly to the success of every organization. Like any other employees, records personnel need to be satisfied with their jobs so they are motivated. Unfortunately, records personnel in Ghana are faced with many challenges which negatively affect their job satisfaction. This study aims to examine the issue of job satisfaction among career records personnel in the Civil Service of Ghana.

Civil servants from 27 ministries and the Public Records and Archives Administration Department (PRAAD) were selected for the study. A survey questionnaire was the main data collection instrument used to gather data on selected variables from respondents. The questionnaire was answered by 115 out of 208 respondents: a response rate of 74.5%.

Institutional policy, supervision quality, co-worker relations quality, promotions opportunities, salary levels, benefits availability, the nature of the work itself and reward availability all had a significant and positive relationship with job satisfaction.

The case study findings can be used to inform a working document to help other public sector organizations in policy making regarding conditions of service. It is also directly beneficial to the Ghana Office of the Head of Civil Service and policymakers because the findings will help them to reshape their employment policies to positively affect job satisfaction of members in its records class.

This paper aims to investigate the career commitment of records management personnel in a State Civil Service in Nigeria.

Questionnaires were used to gather data from a population of 294 records management personnel in the 26 ministries/establishments of the State Civil Service. A total of 280 of them responded and their questionnaires were found to be valid for analysis. The response rate achieved was 95.2 per cent.

The study found that: there was no significant gender difference in the career commitment of the respondents, there was significant difference in the career commitment of single and married respondents; there was significant negative relationship between job tenure, levels of education and career commitment of the respondents. However, their was positive relationship between age and the respondents' career commitment. The results are based on Z‐tests at the 5 per cent significance level.

It is recommended that the policy‐makers in the Osun State Civil Service should consider the biographical variables of the records management personnel when planning and making decisions on their career commitment.

The paper provides valuable information on the career commitment of records management personnel in the Osun State Civil Service.

The purpose of this paper is to investigate socio‐economic factors (such as gender, age, marital status, educational qualification, job tenure, monthly salary); job satisfaction and locus of control as they determine organizational commitment of records management personnel in Nigerian private universities.

The research design adopted for the study was ex‐post facto type. A questionnaire was used for data collection from a sample of 240 records management personnel from a population of 310 in 24 private universities in Nigeria. A total of 220 of these responded and the copies of their questionnaire were found valid for analysis. The response rate realized was 91.7 percent.

The study revealed that there was significant multiple correlation between socio‐economic factors, job satisfaction, locus of control and organizational commitment of the respondents. In addition, socio‐economic factors, job satisfaction and locus of control significantly determined organizational commitment of the respondents.

It is recommended that the administrators in private universities in Nigeria should take into consideration the socio‐economic variables, job satisfaction and the locus of control of records management personnel when planning to improve their organizational commitment.

The paper provides information on the organizational commitment of records management personnel in private universities in Nigeria.

The paper takes a look at Management use of Records in Delta State University, Abraka, Nigeria. The importance of records and records management programmes was given. Other issues that were investigated include: the components of records management in operation, maintenance and use of records, storage and security of records for effective use, records disposition schedule, and the strength and qualification of the records management personnel. The paper concludes that the management staff of Delta State University, Abraka, see records as indispensable tools in planning, decision making and implementation. Over the years, the authorities of the University have therefore created, maintained and used numerous records. Certain problems which hamper the effective use of records by management in the University were identified as: lack of clear‐cut records management standard, inadequate professional records management personnel, non‐availability of automatic security/protection system and erratic electric power supply. In order to eradicate or overcome these setbacks, the researcher has made some far‐reaching recommendations.

e-records have become an important tool through which a government is held accountable for good governance, transparency and delivery of services to citizens. Therefore, this study aims to assess availability of training and resources in a records management environment, as a way of determining e-records readiness at the Federal Ministry of Finance, Nigeria (FMFN).

Questionnaires and observation were used for data collection. Purposive and stratified sampling techniques were used. Quantitative data from the 250 usable questionnaires retrieved was analyzed using the Statistical Package for Social Sciences (SPSS), while qualitative data was analyzed manually.

The study findings revealed that FMFN has a records management unit with other resources such as a movable and lockable file cabinet, files, file holders, registers and computers. There is low budget allocation for records management activities. Training for records managers is infrequent. However, an orientation program for new staff exists. Employees prefer the following mode of training: seminars and workshops, internships and consultant-run training. In terms of kinds of training need, study participants noted that they require training on computer applications, e-records management and change management role of record management.

This study is limited to employees of the Federal Ministry of Finance (FMF) in Abuja. As a result, the findings may not be generalized to other ministries in Nigeria.

It is hoped that the study would benefit the public sectors that are desirous to opt for e-records management and provide benchmarks for policymakers, particularly on how to maintain proper e-records readiness status through training and resources.

To the best of the authors’ knowledge, this is the first study to be conducted at FMFN on e-records readiness, more specifically on resources and training.

The Kenya National Archives and Documentation Services is seen as a success story by many other African archival institutions. The Department has made major strides in developing records services, opening five regional centres and partially automating most of its finding aids. However, as this article indicates, major aspects of managing public sector records remain chaotic and regulations governing the management and disposal of public records are flouted by many Civil Servants. The article concludes by suggesting that the time has now come for the National Archives to focus on the management of the entire life cycle of records rather than managing only the archival preservation stage.

This study seeks to examine the existence of records professionals and their role in Malaysian organizations.

The study compares case studies done in six government‐controlled companies. Interviews were conducted with the persons handling the records and information (including records in electronic environment) in the organizations. The interviews were then transcribed and analyzed manually to obtain the comparative data from each case.

The findings indicate that there are no “real” records professionals in Malaysian organizations. The responsibility and accountability of documenting and managing the organizations' records are dispersed and decentralized. Records managers as a profession are not established within the Malaysian organization structures. Generally there is no specific position of “records manager” in Malaysian organizations. However, the “archivists” are confined at the National Archives and there are no such positions at any of the case organizations studied.

The study selected six of the government‐controlled companies.

Findings and discovery of the study are significant in confirming that Malaysian organizations (both public and private) are taking their records management responsibilities very unconscientiously with little understanding and support from the top management. They have yet to realize the risk their organizations are facing for non‐compliance to records management standards and practices.

The study confirms the non‐existence of the records professional's position in the formal structures of Malaysian organizations. Though their roles and responsibilities are vital in the management and protection of records to support the business delivery of the organizations, their functions are carried out without due recognition to the profession.

This study aims to investigate the management of records in Nigerian universities, in line with the Management Information Systems (MIS) programme put in place in federal universities by the Federal Government of Nigeria, through the National University Commission to ensure effective and efficient decision making, based on available data.

The study is based on the management of records in Nigerian universities.

The study reveals that records management programmes or policy on records are not available in Nigerian universities; hence the administration of records is without recourse to the principles of records management. There is no University Records Manual, no records retention and disposition schedule, personnel handling the records are not trained in records management, inadequate facilities for the preservation, storage, and retrieval of records, no filing manual, inadequate computers to manage the volume of records generated and the attitude of administrators towards records and records management constitute the problems of records management in Nigerian universities.

The article notes a number of recommendations made to improving records management practices in Nigerian universities. The university management and administrators and personnel handling the records should develop a positive attitude towards records and implement records management programmes in Nigerian universities. Records have “life”, and should be allowed to live through their life cycle process. Above all, the use of these records in solving problems and taking far‐reaching decision, will reduce crises in Nigerian universities.