Human Resource Management, Decentralisation and Public Sector Performance

1. Human Resource Management, Decentralisation and Public Sector Performance East African cases Presentation by Dr Per Tidemand at Ryukoku University September 2006 www.dege.biz

2. Overview of Presentation • Types of decentralisation reforms (examples from Tanzania and Uganda), • Analytical Framework for understanding HRM under decentralisation, • Differences in decentralised HRM in East Africa, • 2006 Survey on HRM and staff motivation in Tanzania and Uganda

3. 1. Types of decentralisation • Deconcentration: decentralise responsibilities to field level CG staff, • Delegation: decentralisation to semi autonomous organisations but accountable to CGs – typically Executive Agencies • Devolution – decentralisation to (semi) autonomous Local Governments – ”democratic decentralisation”

4. Objectives of decentralisation

5. Dimensions of decentralisation • Political • Financial • Administrative: • Functions • Organisation • Human Resources

6. 1.1 Types of decentralised Public Service

7. 2. Framework for understanding Decentralisation of HRM Functions (A Evans WB)

8. 2.Suggested functions most critical to decentralization

9. 3.Decentralisation of HRM in TZ and Uganda

10. 4. Study of HRM practices in TZ and UG • Survey of the perceptions of public servants, • 12 organisations: • 2 Executive agencies in each country, • 2 local governments in each country, • 2 ministries • Nine of the above were classified as below or above average performers. • Questionnaire survey (400 persons) and 24 focus group discussions, • Emphasis on officers (graduates) and finance and HR staff. • DIIS and Dege – 2 months of work

11. 4a. Application of Merit in Public Service • General satisfaction with HRM procedures, but substantial differences among organisations • Most dissatisfaction in LGs, • In both countries clear link between staff assessment of merit in HRM and organisational performance.

12. 4B: Cross tabulation of recruitment practices and organisational performance

13. 4c. Staff motivation • Self assessments: Salaries • Allowances more or equally important • Public Servants relatively well paid (compared to other citizens) • Private sector employment not considered realistic alternative • But also elements of ”total reward strategy” • Job security, • Career prospects, • Training as well as • HRM Management = clear objectives for staff + face to face interaction

14. 4d. Management style and performance • Clear links in survey and focus group discussions between performance and management style • Setting clear targets, • Delegation • Direct personal interactions, • Feedback on individual performance, • Fairness and transparency

15. 4e. Conflicting norms • Self interest but also • Recognition of merit, • Quest for meaningful work and work conditions, • Fairness > < hard performance enhancement measures (graduated pay etc) • Loyalty to colleagues > < performance • Potential for influencing by management

16. 4f. Operational Implications • Pay Reform not only motivator • Introduce total reward approach to motivation of staff, • Improve day to day HRM, • Reduce pay and facilitation differentials, • Improve credibility of OPRAs, • Improve compliance to merit in HFTP and reduce political interferences (DSCs), • Improve information on HFTP events

17. 4g. Further Work • Document best HRM practices, • Develop diagnostic tool for rapid assessments of HRM practices • Analyse politicians perceptions (incl DSC), • Include frontline service providers in a study

18. End of Presentation