This research was carried out in order to find out if the dual reporting structure for the chief audit executive (CAE), recommended by the IIA has been adopted in parastatals in Zimbabwe, and whether it is working well in practice. A multiple case study of two parastatals was undertaken. The qualitative approach was adopted and data was collected using interviews, focus group discussions and open ended questionnaires. These were directed at the chief audit executives, audit officers, and internal auditors. The data collected was transcribed and analysed. It was found that on paper, both parastatals have adopted the dual reporting structure. However, in practice, this was fraught with problems, and as a result the functional reporting part of it seems to be weak with the result that it appears that effectively, the CAEs end up reporting to the chief executive officers (CEOs) , both functionally and administratively. Among other things, education of the audit committee members and the CEOs on their respective roles is recommended in order to make the reporting structure effective, as well as access to the controller and auditor general by the CAE are recommended.
Indian Member 40.00
Others Member 3.00