The Influence of Human Resource Strategies on Performance of Tanzania’s Local Government Authorities

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Venance Shillingi Salum

Abstract

The study sought to establish the influence of human resource strategies on performance of Tanzania’s Local Government Authorities (LGAs). The study employed survey design whereby both qualitative and quantitative methods of data collection were engaged. The study sample size was 59 respondents obtained through stratified random sampling and purposive sampling techniques in 10 randomly selected LGAs. Data were collected using an interview and questionnaire. The study confirmed the contribution of human resource strategies on the performance of Tanzania’s Local Government Authorities. Result from inferential analysis indicates that, the coefficient of correlation is 0.699 which shows a strong positive correlation; and the coefficient of determination (R-square) has the value of 0.489 which implies that 48.9% of the variation in the performance of LGAs in Tanzania is explained by human resource strategies subjected in this study, which are Staffing, Retention, Pay and Incentives, Training and Development; while 51% of performance of LGAs in Tanzania is influenced by other variables which were not part of studied variables in this study. The results of this study is expected to inform decision makers on improving human resource management policies to reflect current demands in terms of attributes of organizational performance.

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