- Give workers social class power that would make managers and workers regard
themselves as belonging to the same enterprise and avoid conflicts of interests.
Workers and the heads of sections and department should be partners in the
enterprise. This could be in setting performance targets, assessing performance,
setting strategies etc. - Provide workers opportunities for involvement in deciding their own affairs.
- Improve efficiency through motivation stemming from the feeling of a sense of
ownership, pride and satisfaction.
Workers participation at the National Social Security Fund
The national social security fund in Tanzania was established by the national social se-
curity fund act 28 of 1997 after the transformation of the national provident fund. The
tasks of the NSSF are to register all liable employers and employees and collect all the
contributions accounting for money collected, investing and paying out benefits to the
members as per the provisions of the act.
Vision
NSSF envisions maintaining its position as a leading provider of social security in Tan-
zania on the basis of internationally recognised social insurance principles.
Mission
Commitment to meeting members’ evolving needs and expectations through the utilisa-
tion of dedicated HR and modern technology through reflecting world development
changes.
Workers participation
Eighty seven percent of the 16 NSSF employees interviewed had the feeling that the
process of workers participation in decision making was not effective because their sug-
gestions were not considered by the management as effective in decision making.
They were involved in minor issues such as selection of the best worker of the year
for workers’ day celebrations in May every year. There were also cases where employ-
ees were able to give their views and reach some kind of agreement. However, there
were feelings of dissatisfaction with the way meetings were managed including manipu-
lation and use of rules that would favour the management rather than the employees
who were not involved in major decisions such as training and promotions.
Grievance handing
The organisation uses grievance handling procedures as guided by the security of em-
ployment act 1964 as amended in 2002. Although the law is clear on the procedures to
use and on the rights and obligations of the parties in grievance, the procedure and the
process is time consuming and costly. For example, an employee taking the company to
a court of law demanding to be re-employed and for compensation after unreasonable
termination can be re-engaged after three or five years of struggle years.