Analysis of the nexus between human resource strategies and performance of Tanzania’s local government authorities

Rhoda Damas Mwizamholya; Venance Shillingi; Bahati Ilembo; Elizabeth Mwakasangula

doi:10.51867/ajernet.7.2.39

Auteurs

Rhoda Damas Mwizamholya School of Public Administration and Management, Tanzania
Venance Shillingi School of Public Administration and Management, Tanzania https://orcid.org/0000-0001-8162-615X
Bahati Ilembo School of Public Administration and Management, Tanzania https://orcid.org/0000-0001-5991-2571
Elizabeth Mwakasangula School of Public Administration and Management, Tanzania https://orcid.org/0000-0002-6439-7436

DOI :

https://doi.org/10.51867/ajernet.7.2.39

Mots-clés :

Communication, Human Resource Strategies, Local Government Authorities, Organizational Performance, Reward and Recognition, Staffing, Training

Résumé

This study sought to investigate the role of human resource strategies in the performance of local government authorities (LGAs) in Tanzania under the theories of human capital and contingency. The research concentrated on five categories of human resource strategies, namely training, communication, reward and recognition, staffing, and performance management strategies. The research concentrated on five categories of human resource strategies, namely training, communication, reward and recognition, staffing, and performance management strategies. A mixed research methodology was used, where the respondents included both employees and management personnel working within selected LGAs in the Northern and Southern Highlands zones. Multistage sampling in combination with stratified random sampling techniques yielded a sample size of 231 respondents. For the quantitative research design, structured questionnaires were used to collect data. Similarly, structured interview questionnaires were used to collect data in the qualitative research design. The regression analysis results show that training strategies (β = 0.380, p < 0.001), communication strategies (β = 0.311, p < 0.001), and performance management strategies (β = 0.331, p < 0.001) were statistically significant predictors of LGA performance. However, reward and recognition strategies and staffing strategies were not statistically significant predictors. Therefore, this study concludes that training strategies, communication strategies, and performance management strategies are the most critical HR strategies in improving LGA performance. This study also recommends that the reward system needs to be reformed to ensure transparency and strategic alignment with organizational objectives. Bureaucratic and structural challenges need to be addressed to enhance governance in Tanzanian LGAs.

Téléchargements

Les données relatives au téléchargement ne sont pas encore disponibles.

Références

Alolayyan, M., Alyahya, M., & Alomari, D. (2021). Strategic human resource management practices and human capital development: The role of employee commitment. Problems and Perspectives in Management, 19(2), 133-146. https://doi.org/10.21511/ppm.19(2).2021.13

Azizi, M. R., Atlasi, R., Ziapour, A., Abbas, J., & Naemi, R. (2021). Innovative human resource management strategies during the COVID-19 pandemic: A systematic narrative review approach. Heliyon, 7(6), e07233. https://doi.org/10.1016/j.heliyon.2021.e07233

Becker, G. S. (1964). Human capital: A theoretical and empirical analysis, with special reference to education. University of Chicago Press.

Bullah, L. N. (2020). Influence of human resource strategies on employee performance at Kenya Revenue Authority (Master's thesis, Jomo Kenyatta University of Agriculture and Technology). http://ir.jkuat.ac.ke/handle/123456789/3515

Creswell, J. W., & Poth, C. N. (2018). Qualitative inquiry and research design: Choosing among five approaches (4th ed.). SAGE Publications.

Enock, M. J., & Mwelwa, A. (2023). Assessing the effectiveness of human resource strategies in local government authorities: A case of Nalolo Town Council. International Journal of Management and Economics, 5(2), 27-34.

Fiedler, F. E. (1967). A theory of leadership effectiveness. McGraw-Hill.

Hokororo, A. (2020). The effect of reward system on employee performance in public organization: A case of Rombo District Council, Tanzania (Master's thesis, The Open University of Tanzania).

Kwizera, B. (2018). Influence of strategic human resource management practices on employee performance: A case of United States International University-Africa (Master's thesis, United States International University-Africa). https://erepo.usiu.ac.ke/handle/11732/3946

Ligalawike, A. A. (2025). Effect of good governance on local government authorities' performance in Tanzania: A case of Serengeti District Council-Mara (Master's thesis, The Open University of Tanzania).

Masanja, N. M. N. (2021). The influence of human resource management practices on employee performance: A case of Arusha Urban Water Supply and Sanitation Authority. Contemporary Journal of Education and Business, 2(1), 41-54.

Maulidza, M. (2023). Human resource management strategy: Organizational culture in local government agencies using IT governance systems. KnE Social Sciences, 8(11), 619-631. https://doi.org/10.18502/kss.v8i11.13577

Mwakasangula, E. (2023). The influence of training and development strategy on the performance of Tanzania's local government authorities (Master's thesis, Mzumbe University, Tanzania).

Nafari, E., & Rezaei, B. (2022). Relationship between human resources strategies and organizational performance based on the balanced scorecard in a public hospital in Iran: A cross-sectional study. BMC Health Services Research, 22(1), 1-8. https://doi.org/10.1186/s12913-022-07767-z

Nasir, N. (2025). Human resource management strategy in improving public service performance at the population and civil registration office of Gowa Regency. Journal Business Innovation, Accounting and Management, 1(2), 31-41.

Ngatunga, R. (2020). The influence of human resource management on the performance of local government authorities in Tanzania: A study of Kasulu District Council (Master's thesis, The Open University of Tanzania).

Ntirandekura, M., & Ainebyoona, A. (2022). Human resource management strategies and enhancement of staff retention in public sector organisations: An empirical investigation in Kabale District Local Government. Human Resource Management, 6(7), 89-103.

Roselyn, M. (2021). Human resource management practices and employee performance in Canon Chemicals Ltd in Kenya (Master's thesis, Kenyatta University). https://ir-library.ku.ac.ke/handle/123456789/23440

Rugeiyamu, R. (2024). Implementation of Tanzania's development vision 2025: Local government authorities' endeavours and challenges. Commonwealth Journal of Local Governance, 29, 113-129. https://doi.org/10.5130/cjlg.vi29.8443

Rugeiyamu, R. (2025). Fiscal decentralization in local governments: Drivers to over central government dependence and uneven development in Tanzania. Journal of Social Innovation and Knowledge, 2(2), 121-149. https://doi.org/10.1163/29502683-bja00019

Schrepp, M. (2020). On the usage of Cronbach's alpha to measure reliability of UX scales. Journal of Usability Studies, 15(4), 247-258.

Shrouf, H., Al-Qudah, S., Al Khawaldeh, K., Obeidat, A. M., & Al Rawashdeh, A. (2020). A study on the relationship between human resources and strategic performance: The mediating role of productivity. Management Science Letters, 10(13), 3189-3196. https://doi.org/10.5267/j.msl.2020.5.002

Suta, D. D. (2020). Human resource practices and performance of Tanzania local governments (Master's thesis, The Open University of Tanzania).