@article{10.11648/j.sjbm.20251301.12,
  author = {Thandeka Portia Dube and Happyson Bimha},
  title = {A Qualitative Analysis of the Professionalisation of Public Procurement in the Kingdom of Eswatini
},
  journal = {Science Journal of Business and Management},
  volume = {13},
  number = {1},
  pages = {21-34},
  doi = {10.11648/j.sjbm.20251301.12},
  url = {https://doi.org/10.11648/j.sjbm.20251301.12},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.sjbm.20251301.12},
  abstract = {State-Owned Enterprises incur losses that run into millions of dollars through financial leakages, the majority of which occur in procurement departments. In public procurement, these leakages attract attention from multiple stakeholders because procurement entities use taxpayers’ money which they must account for. Therefore, the professionalisation of public procurement is gaining momentum because organisations are searching for effective ways of utilising public funds. This qualitative investigation into procurement professionalisation focused on three key elements; the status of public procurement, procurement professionalisation challenges, and recommendations for improvement. Utilising the qualitative multi-methods approach data was gathered through in-depth interviews with eight officials in charge of procurement departments in purposely selected public enterprises, one focus group discussion with six procurement staff members from local government entities, and a review of newspaper articles published in the Eswatini Observer and Times of Eswatini. Findings from literature and the collected data indicate that professionalisation of public procurement staff in the country has not been given the serious consideration it deserves because procurement is not yet represented at the strategic apex of procurement entities in the country. Major procurement activities are still treated as tactical and operational activities, while procurement departments are still under the mucky waters of finance, corporate affairs, operations or any other departments considered more strategic than procurement. Relegating procurement activities to non-strategic roles is one of the major causes of financial leakages through procurement malfeasance and unethical practices. Research has linked this to the lack of professionalism in procurement. The study concludes that policy on procurement professionalisation needs to be prioritized and staff that handle strategic procurement decisions need to be recognized and rewarded accordingly. Only staff holding appropriate procurement qualifications and relevant experience must be appointed to positions responsible for utilising public funds. The above proposal on its own may not be enough to attract and retain qualified procurement professionals hence strategies to attract and retain quality staff must be implemented and supported through appropriated policy and legislation. The methodological simplicity of the study was limited to exploring the issues raised in the study yet procurement has complex activities and processes that require more time, more funding, and deeper and comprehensive engagements with key stakeholders. Superior research approaches that tend to be more pragmatic such as the mixed methods approach is recommended for further studies. Such an approach can lead to more comprehensive analysis and findings having considered both qualitative and quantitative aspects of procurement professionalisation.
},
 year = {2025}
}

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TY  - JOUR
T1  - A Qualitative Analysis of the Professionalisation of Public Procurement in the Kingdom of Eswatini

AU  - Thandeka Portia Dube
AU  - Happyson Bimha
Y1  - 2025/01/24
PY  - 2025
N1  - https://doi.org/10.11648/j.sjbm.20251301.12
DO  - 10.11648/j.sjbm.20251301.12
T2  - Science Journal of Business and Management
JF  - Science Journal of Business and Management
JO  - Science Journal of Business and Management
SP  - 21
EP  - 34
PB  - Science Publishing Group
SN  - 2331-0634
UR  - https://doi.org/10.11648/j.sjbm.20251301.12
AB  - State-Owned Enterprises incur losses that run into millions of dollars through financial leakages, the majority of which occur in procurement departments. In public procurement, these leakages attract attention from multiple stakeholders because procurement entities use taxpayers’ money which they must account for. Therefore, the professionalisation of public procurement is gaining momentum because organisations are searching for effective ways of utilising public funds. This qualitative investigation into procurement professionalisation focused on three key elements; the status of public procurement, procurement professionalisation challenges, and recommendations for improvement. Utilising the qualitative multi-methods approach data was gathered through in-depth interviews with eight officials in charge of procurement departments in purposely selected public enterprises, one focus group discussion with six procurement staff members from local government entities, and a review of newspaper articles published in the Eswatini Observer and Times of Eswatini. Findings from literature and the collected data indicate that professionalisation of public procurement staff in the country has not been given the serious consideration it deserves because procurement is not yet represented at the strategic apex of procurement entities in the country. Major procurement activities are still treated as tactical and operational activities, while procurement departments are still under the mucky waters of finance, corporate affairs, operations or any other departments considered more strategic than procurement. Relegating procurement activities to non-strategic roles is one of the major causes of financial leakages through procurement malfeasance and unethical practices. Research has linked this to the lack of professionalism in procurement. The study concludes that policy on procurement professionalisation needs to be prioritized and staff that handle strategic procurement decisions need to be recognized and rewarded accordingly. Only staff holding appropriate procurement qualifications and relevant experience must be appointed to positions responsible for utilising public funds. The above proposal on its own may not be enough to attract and retain qualified procurement professionals hence strategies to attract and retain quality staff must be implemented and supported through appropriated policy and legislation. The methodological simplicity of the study was limited to exploring the issues raised in the study yet procurement has complex activities and processes that require more time, more funding, and deeper and comprehensive engagements with key stakeholders. Superior research approaches that tend to be more pragmatic such as the mixed methods approach is recommended for further studies. Such an approach can lead to more comprehensive analysis and findings having considered both qualitative and quantitative aspects of procurement professionalisation.

VL  - 13
IS  - 1
ER  - 

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