Human Resource Management (HRM) Practices in the Public Service Delivery Sectors, Case Study of MORUWASA, Morogoro, Tanzania
This study assessed how the key practice areas are executed in MORUWASA, Morogoro, Tanzania. Organizations consider human resources as capital, asset and investment. Individuals have impact in the performance of an organization. However, few studies have examined how levers of HRM are carried out. This study confined itself to two models of HRM practices: The Marching Model and The Harvard Framework Model. The study used two research paradigms: positivism and phenomenology. It was largely descriptive and explanatory, and employed case study design. Qualitative and quantitative data were generated using focus group discussion, documentary review, questionnaires and interviews. The data were analysed using content analysis. The findings revealed that authorities were constrained by ministerial interferences and improper performance appraisal systems. Legal framework and institutional set up were in place but lacked a way for practicing HRM levers. The HRM practice areas were carried out in a policy vacuum. The policy prescriptions and gaps were acute where policies were in place. Employees’ perceptions on HRM practices were negative. The study concludes that employees were not recruited on the basis of equal opportunities and selection and promotion do not also consider gender. Performance Appraisal process did not discuss the issues of career aspiration and development plan and pay/benefits of the employees. The study recommends Legal reforms, freedom of authorities from political interference, and capacity building for Human Resources.
Boxall, P.F. (1992). Strategic Human Resource Management: The Beginnings of a New Theoretical Sophistication? In Human Resource Management Journal, spring, 2: 3: 60-79.
Chale, A. (2007), Public Policy Implementation in Tanzania: The Case of National Environmental Policy, 1997; focusing on Matogoro Hills Water Catchments and Their Vegetation Cover transformation Programme (unpublished).
Cherrington, D.J. (1995), Organizational Behaviour: The Management of Individual and Organizational Performance, Needhan: Alyn and Bacon
Government of Tanzania, Ministry of water, Legislation and Operation Guidelines for Urban Water and Sewerage Authorities, published in June 1998.
Hornby, A. S. (2005). Oxford Advanced Learner’s Dictionary (7th ed.). UK: Oxford University Press.
Hussey, R. Hussey and Stake. E. (1997, 2000). Handbook of Qualitative Research, New Delhi.
Keenoy, T. (1990, 1997, 1999). ‘Review Article: HRMs and Language of Presentation’, Journal of Management Studies, 34:5 September: 825-841.
Noon, M. (1992) ‘HRM: A Map, Model or Theory’ in Blyton, P. and Turbull, (Ed), Reassessing Human Resource Management, London: Sage
Shishiwa, J. K. (2016). The Needs, Implementation and Challenges of the CS Course in Tanzania. Saarbrucken, Deutschland/ Germany: Lambert Academic Publishing. ISBN: 978-3-659-96044-4.
Storey, J. (1992). ‘Human Resource Management in the Public Sector’ in Salaman, G. (Ed), Human Resource Strategies, London: Sage.
Towers, B. (1992). A Handbook of Human Resource Management, Oxford: Blackwell.