Workers participation at Tanzania Tobacco Processors Ltd
Tanzania Tobacco Processors Ltd has a good system of workers participation in man-
agement on matters that affect their employment and the company. Seventy five percent
of the staff felt that workers participation in the management and decision making was
effective and there was more appreciation to participation on matters related to working
conditions by 77%. However, 90% of the employees interviewed expressed dissatisfac-
tion with the criteria followed on salary determination.
Employee disciplinary procedure at the Coca Cola Kwanza Ltd
Disciplinary matters at the Coca Cola Kwanza Ltd are handled using company policies
and regulations and a disciplinary code of conduct that was adopted from security of
employment act. When an employee breaches a code of conduct, the matter is brought
to the disciplinary panel for hearing. The composition of the panel depends on the sen-
iority of the staff involved. The panel does however usually consist of the chair (who is
usually the company industrial relations manager), the manager in charge of the busi-
ness where the code was breached, the key stakeholders affected such as the sales in
charge. If it were a car accident, the fleet and procurement managers would also be in-
volved. The major determinant of the panel composition is the nature of the disciplinary
matter.
Staff disciplinary procedures at local authorities in Tanzania
Disciplinary matters of staff working in local authorities are regulated by a number of
laws, regulations and guidelines. These are:
- The United Republic of Tanzania Standing Orders 1994
- Public Service Act 2002
- Public Service Regulations 2003
- Employment and Labour Relations Act 2004
- The Public Service Disciplinary Code of Good Practice 2007
- Employment and Labour Relations Code of Good Practice 2007
These legal instruments seem to be enough, if not more than what may be required for a
clearer understanding for use by officials and staff who are not professional lawyers. It
is observed that despite the good intention of having a comprehensive legal framework
to guide disciplinary matters in local authorities, studies show that there are more barri-
ers than there is assistance in the whole process of ensuring justice is carried out. For
example, a study conducted by Makoninde (2010) shows that in Babati District Council,
67% of the employees had no adequate legal knowledge of disciplinary procedures.
Other barriers were language (63%) because the laws and regulations are written in
English while most people speak Kiswahili, violation of disciplinary procedures (48%),
influence from politicians (33%), and corruption (30%). These limitations contributed to
a 98% success rate of all employees’ appeals against disciplinary actions taken against
them. The major reasons for successful appeals were:
- Breach of regulation 44(3) and schedule II Part A of the public service regulations
2003, which demands that charges for disciplinary matters be accompanied with the
statement of offence.