Induction
This is the process of receiving and welcoming employees when they first join a com-
pany. The aims are:
- To smoothen the preliminary stages for a better start up.
- To establish a favourable attitude to the organisation.
- To obtain effective output as early as possible.
An officer should conduct the induction process having sufficient information about the
company, and which may include the history, products/services, organisation and man-
agement etc. At the level of the department, the responsible manager should do the job.
This will give the new employee a positive image of the company or organisation. The
manager will hand the employee over to the section head/supervisor for more details.
Follow-up
The follow-up induction is done in order to find out how well the new employee is do-
ing. It is a feedback for the selection process.
Experiences from the African public sector
Although in principle, staff recruitment and selection is expected to be rational and sys-
tematic, in Africa, factors beyond the nature of the job and procedural requirements
seem to matter in recruitment and selection criteria. Many studies including (Akinnusi
1991; Gardner 1996; Kamoche et al. 2005; Budhwar & Debrah 2004) have confirmed
that many organisations have some kind of formal recruitment and selection procedures
but positions that do not exist are filled through recruitment based on friendship and
relations orchestrated through favouritism, bribery, and nepotism. It is also common for
vacancies to be created by targeting specific individuals and jobs end up being filled
even without advertisement or they are advertised in a manner that many competitors
fail to notice. However, these observations do not fail to recognise that African coun-
tries and organisations are not homogeneous and hence there are few exceptions to the
rule, particularly the foreign based organisations which, by and large, use mother coun-
tries’ human resource management practices, as noted in some specific cases in this
book.
Human resource recruitment and selection in the Tanzanian public service
Recruitment and selection in Tanzanian public service is governed by the Public Service
Employment Policy (1999), Public Service Act No.8 of 2002, Public Service Regula-
tions 2003, Public Service Schemes 2003, Employment Guidelines, Establishment Cir-
culars and Scheme of Service for each cadre. Some of the policy provisions include
recognition that employment has to be through open competition.
Shangali (2009) has described the process of recruitment and selection in the Tanza-
nian public sector in a systematic manner that is quite elaborate. Job vacancies have to
be advertised internally and externally through newspapers, which are widely circulated
in order to ensure that all possible job applicants get the opportunity to apply for the job.
The policy provides for the establishment of selection criteria that will ensure the bal-
ance between academic or professional qualifications and other competencies including,
talent, experience, track record and future potential.