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Human Resource Management, Decentralisation and Public Sector Performance East African cases Presentation by Dr Per Tidemand at Ryukoku University September.

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Presentation on theme: "Human Resource Management, Decentralisation and Public Sector Performance East African cases Presentation by Dr Per Tidemand at Ryukoku University September."— Presentation transcript:

1 Human Resource Management, Decentralisation and Public Sector Performance East African cases Presentation by Dr Per Tidemand at Ryukoku University September 2006

2 Overview of Presentation 1. Types of decentralisation reforms (examples from Tanzania and Uganda), 2. Analytical Framework for understanding HRM under decentralisation, 3. Differences in decentralised HRM in East Africa, Survey on HRM and staff motivation in Tanzania and Uganda

3 Slide 2 1. Types of decentralisation Deconcentration: decentralise responsibilities to field level CG staff, Delegation: decentralisation to semi autonomous organisations but accountable to CGs – typically Executive Agencies Devolution – decentralisation to (semi) autonomous Local Governments – ”democratic decentralisation”

4 Slide 3 Objectives of decentralisation DelegationDeconcen- tration Devolu- tion Plan and deliver services more effective and efficiently yes Bring services closer to local communities (incl ”the poor”) yes Enhance participation and local democracy yes

5 Slide 4 Dimensions of decentralisation 1. Political 2. Financial 3. Administrative: 1. Functions 2. Organisation 3. Human Resources

6 Slide Types of decentralised Public Service TanzaniaUganda NStaff (T) Auto- nomy NStaff (T) Autonomy Ministries deconcentration 26106Some1829Limited LGs Devolution Some76190Substan -tial EAs delegation 20NiSome Substan -tial

7 Dimensions of the employer function: Impact on Administrative Autonomy: Ability to: Hold staff account- able Allocate staff Manage financial resources Attract & retain skilled staff Budget Transparency  Paying staff from its own budget Budget & Establishment Control  Controlling overall staff numbers  Controlling staff no’s in local offices  Authority to dismiss surplus staff Recruitment  Recognition as the formal employer  Authority to hire  Ind. merit-based recruitment mech. Career Management  Transfers within local government  Horizontal mobility  Promotion Performance Management  Directing & supervising activities & tasks  Conducting evaluations  Ability to discipline/fire Pay Policy  Setting local hardship/remote allowances  Setting overall wage rates 2. Framework for understanding Decentralisation of HRM Functions (A Evans WB)

8 = most critical Impact on Administrative Autonomy: Ability to: Dimensions of the employer function: Hold staff account- able Allocate staff Manage financial resources Attract & retain skilled staff Budget Transparency  Paying staff from its own budget Budget & Establishment Control  Controlling overall staff numbers  Controlling staff no’s in local offices  Authority to dismiss surplus staff Recruitment  Recognition as the formal employer  Authority to hire  Ind. merit-based recruitment mech. Career Management  Transfers within local government  Horizontal mobility  Promotion Performance Management  Directing & supervising activities & tasks  Conducting evaluations  Ability to discipline/fire Pay Policy  Setting local hardship/remote allowances  Setting overall wage rates 2.Suggested functions most critical to decentralization

9 Slide 8 3.Decentralisation of HRM in TZ and Uganda TanzaniaUganda Dimensions of the employer function: EALGEALG Budget Transparency  Paying staff from its own budget nopartlyYespartly Budget & Establishment Control  Controlling overall staff numbers No Yes Partly  Controlling staff no’s in local offices PartlyP YesPartly  Authority to dismiss surplus staff PartlyP Yes Partly Recruitment  Recognition as the formal employer Yes PartlyYes  Authority to hire Yes  Ind. merit-based recruitment mech. Yes Career Management  Promotion partly PartlyYes Performance Management  Directing & supervising activities & tasks  Conducting evaluations  Ability to discipline/fire Pay Policy  Setting local hardship/remote allowances No partly Yes Partly  Setting overall wage rates NO YES NO

10 Slide 9 4. Study of HRM practices in TZ and UG Survey of the perceptions of public servants, 12 organisations: 2 Executive agencies in each country, 2 local governments in each country, 2 ministries Nine of the above were classified as below or above average performers. Questionnaire survey (400 persons) and 24 focus group discussions, Emphasis on officers (graduates) and finance and HR staff. DIIS and Dege – 2 months of work

11 Slide 10 4a. Application of Merit in Public Service General satisfaction with HRM procedures, but substantial differences among organisations Most dissatisfaction in LGs, In both countries clear link between staff assessment of merit in HRM and organisational performance.

12 Slide 11 4B: Cross tabulation of recruitment practices and organisational performance

13 Slide 12 4c. Staff motivation Self assessments: Salaries Allowances more or equally important Public Servants relatively well paid (compared to other citizens) Private sector employment not considered realistic alternative But also elements of ”total reward strategy” Job security, Career prospects, Training as well as HRM Management = clear objectives for staff + face to face interaction

14 Slide 13 4d. Management style and performance Clear links in survey and focus group discussions between performance and management style Setting clear targets, Delegation Direct personal interactions, Feedback on individual performance, Fairness and transparency

15 Slide 14 4e. Conflicting norms Self interest but also Recognition of merit, Quest for meaningful work and work conditions, Fairness > < hard performance enhancement measures (graduated pay etc) Loyalty to colleagues > < performance Potential for influencing by management

16 Slide 15 4f. Operational Implications a) Pay Reform not only motivator b) Introduce total reward approach to motivation of staff, c) Improve day to day HRM, d) Reduce pay and facilitation differentials, e) Improve credibility of OPRAs, f) Improve compliance to merit in HFTP and reduce political interferences (DSCs), g) Improve information on HFTP events

17 Slide 16 4g. Further Work 1. Document best HRM practices, 2. Develop diagnostic tool for rapid assessments of HRM practices 3. Analyse politicians perceptions (incl DSC), 4. Include frontline service providers in a study

18 End of Presentation


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