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Housing policy at the Tanzania Tobacco Processors Ltd

Tanzania Tobacco Processors Ltd has developed human resource policies that touch
almost all aspects of human resource management. One such policy is on housing. The
objective of the policy is to ensure full employee commitment to the organisation by
creating a conducive living environment. For details see the Appendix 3.1 at the end of
the chapter.

Training policy at the Uganda public service

According to Muwanga (2009), the government of Uganda developed human resource
training policy under the public service reform initiative because training was not good
enough. The following were the indicators:

1. Training provision was on an adhoc basis,


2. Training designed to meet individual wants rather than needs,


3. The desired output of most training provided was paper qualifications,


4. Training was awarded to those already well trained and qualified,


5. Training emphasised more on theory than on practical knowledge,


6. Training was provided to isolated individuals, and did not change procedures and
   practices at the work place,


7. Training was often treated as a reward or supplement to salary,


8. Formal conventional training was the first or the only option,


9. The training function in public service lacked coordination,


10. A few cadres had career development training milestones to guide monitoring,


11. Training was often low on a ministry’s list of priorities and therefore under-funded,


12. Training budgets were often being re-allocated,


13. Training was largely supply driven, and


14. Training was not evaluated.

Therefore, the objective of training policy was to ensure that:

1. Training is provided in a planned manner,


2. Training meets the agreed organisational and individual performance needs,


3. Training was mainly focused on acquisition of competencies aimed towards improv-
   ing performance on the job,


4. Training is awarded to those who need to improve performance,


5. Emphasis is on practice, performance, and competence,


6. Where possible, training would be provided to teams of people from the same or-
   ganisation to achieve the critical mass of human resource that can support the appli-
   cation of learning at the work place,


7. There is a clear division the of roles and responsibilities and regular liaisons be-
   tween ministries/local government and other organs responsible for training in pub-
   lic service,


8. That all teams have career development training milestones,


9. Priority for training will be increased and sustained to ensure continuous learning
   and development in public service,


10. Training funds are protected from re-allocation,


11. Training is largely demand driven, and


12. Training is evaluated.