Public Service and Human Resource Management

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Start date: 2020Subject: search.filters.subject.Tanzania

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    The role of green human resource management practices on environmental management in Tanzanian industries: Lessons from Mohammed enterprises Tanzania limited
    (Science Journal of Business and Management, 2020) Mwita, Kelvin Magoko; Mwakasangula, Eliza
    In the last few years, global concerns have increased regarding environmental issues. These concerns generated more pressure and necessitated businesses and industries to develop and use green management by adopting green practices and products. Green HRM practices have emerged to be one of effective management initiatives in environmental management. Tanzania intends to be a semi-industrialized country and the government has been showing recommendable efforts to ensure that the goal is successfully achieved. In considering industrialization process in Tanzania there is a need to look for best practices in dealing with the side effects of industrialization to ensure that the process does not only benefit the economy but also protects the planet earth. This study used a case study design to learn how industries use Green HRM practices to ensure that their operations do not lead to environmental degradation. The study found that green recruitment and selection, green training, green performance management and green rewards management are essential in environmental management. The study recommends industries to formalize and adopt green human resource management practices in order to increase environmental management performance for successful industrialization of the Tanzania economy.
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    The influence of training and development strategy on the performance of Tanzania’s local government authorities
    (Journal of Policy and Leadership (JPL), 2023) Mwakasangula, Eliza
    This study aimed to determine the effect of the Training and Development (T&D) strategy on the performance of Tanzania's Local Government Authorities (LGAs). The adoption of training and development strategies in LGAs gained momentum during decentralization by devolution, which aimed to empower LGAs to train and develop their personnel. The study was carried out in ten (10) LGAs found in three regions and used a survey design to collect data from a sample of 59 respondents through questionnaires and interviews. The results showed that T&D strategy had a significant influence on LGA performance, with 25.3 per cent of performance being attributed to T&D while 74.7 per cent was attributed to other factors. Also, the coefficient of determination (𝑅2 = 0.253) at the alpha of 0.05 implies that 25.3 per cent of the variation in the Performance of Tanzania’s LGAs is contributed by T and D strategy and 74.7 per cent is explained by other factors which were not considered in this study. The study concludes that T&D plays a significant role in improving performance in Tanzania's LGAs and that appropriate training programs informed by Training Needs Assessment (TNA) are crucial for workforce commitment and performance.