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

1. Overview of Presentation
Types of decentralisation reforms (examples from Tanzania and Uganda),
Analytical Framework for understanding HRM under decentralisation,
Differences in decentralised HRM in East Africa,
2006 Survey on HRM and staff motivation in Tanzania and Uganda

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”

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

4. Dimensions of decentralisation
Political
Financial
Administrative:
Functions
Organisation
Human Resources

5. 1.1 Types of decentralised Public Service
Tanzania
Uganda N
Staff (T)
Auto-nomy
Autonomy
Ministries
deconcentration 26
106
Some 18 29
Limited
LGs
Devolution
120
189 76
190
Substan-tial
EAs
delegation 20 Ni 73
15-20

6. 2. Framework for understanding Decentralisation of HRM Functions (A Evans WB)
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

7. 2.Suggested functions most critical to decentralization
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

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

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

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.

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

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

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

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

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

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

17. End of Presentation