using competitive procedures and criteria. Therefore, the market forces play a bigger
role in linking human resource planning efforts to the demand for human resources.
Except in a few isolated cases, human resource planning in most African countries is
not given much priority when compared to other functions such as recruitment and se-
lection or training. Therefore, the scope for learning how human resource planning is
done based on the classical concepts of human resource demand and supply forecasting
is limited. In this case like most other countries, little has been done in Tanzania beyond
preparation of papers to facilitate human resource planning in public service. Yambesi
(2009) provides a map and description of some initiatives related to human resource
planning strategies and process in the public service and the expected outcomes. Ac-
cording to the author, as a general rule, the Tanzanian government is conscious of the
role of effective human resource management in public service performance and the
link between human resource planning, strategic plans and human resource competen-
cies. The emphasis on human resource planning is well articulated in the institutional
reforms including public service reform programme II (PSRP) that led to the establish-
ment of the human resource planning unit within PO-PSM. MDAs institutionalise the
human resource planning and prepare medium term human resource plans (MTHRPs)
as part of medium term strategic plans. A human resource planning manual has been
produced to guide MDAs in the preparation of HRPs. The focus has also been on decen-
tralising human resource planning to conform to the philosophy of decentralisation by
devolution (D by D) under the local government reform programme II that gives more
power, authority and responsibility to the lower levels of government. In this case, min-
istries, departments and agencies (MDAs) are required to pursue HR planning inde-
pendently while the mother ministry (President’s office, public service management
(PO-PSM) provides guidance and facilitates the process if needed.
Therefore, in terms of levels, human resource planning is supposed to be done at the
national, sectoral, and within specific organisations under the public service. In order to
facilitate this process, the government of Tanzania has embarked on a programme to
undertake a national human resource survey as part of a regional study in the East Afri-
can Community. The study aims at supporting the government’s intentions of preparing
a human capital data base which would facilitate the provision of data and information
about human capital development. The results of national HR survey will be a crucial
input in the preparation of a human capital development strategy. The planning com-
mission spearheads national HR planning and strategy formulation. Apart from the hu-
man resource planning at sectoral and organisational levels, some MDAs have taken
steps to prepare sectoral specific human resource plans. For example, the ministry of
health and social welfare has established and maintained a fully-fledged human resource
planning section and many studies on human resource needs in the health sector of Tan-
zania have been accomplished.
The main conclusions here are that there is a critical shortage of supply of specialised
human resources compared to demand. The major human resource strategies adopted in
reducing the gap is massive training and retraining and engaging retired staff on con-
tractual employment agreements. On the side of training, the major setback has been
inadequacy of qualified students interested in health care related disciplines and profes-
sions. Lack of interest is largely attributed to long years of education, a difficult work-
ing environment, long hours of work and lower levels of rewards compared to what can
be gained from social science related disciplines. Lower reward packages have also re-
sulted in a significant number of healthcare personnel leaving the country for jobs else-
marcin
(Marcin)
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