Human Resources Management Challenges in Higher Education Institutions in Tanzania
DOI:
https://doi.org/10.61538/jipe.v4i1.233Abstract
People constitute the most important resource in any organisation because they use other resources such as money, machines, materials, methods, information and time that enable organisations to function. People make organisations produce the goods and or services needed in the society to meet day-to-day needs. One of the challenges is the shortage of academic staff in Tanzanian Higher Education Institutions that leads to increased moonlighting and hence poor quality teaching, due to the staff being over-deployed. Another challenge is shortage of HRM experts and the lack of well trained and experienced staff in the area, it is not possible for HEIs to recruit and retain a good manager for an extended duration because of demands for HRM.   There are twenty three (23) HRM functions prior to underlining the fact that Human Resources are the most important resource in any organisation. The evolution of management of human resources in HEIs since the 1960s has been reviewed indicating that it was only very late in the 1990s and early 2000 that most Tanzanian HEIs started to realise the critical importance of HRM. The author has presented 14 (fourteen) critical challenges facing HRM in Tanzanian HEIs prior to highlighting a number of potential future challenges that deserve to be anticipated in time. ÂReferences
Burns, T. & Stalker, G. M. (1961). The management of innovation. London: Tavistock
Glueck, W.F. 1982, Personnel: A diagnostic approach. Plano, TX: Business Heathfield, S.M. (2011). What is human resource management? Retrieved from http://www.humanresources.about.com/od/glossaryh/f/hr_management.htm Human resource. (2011a). Retrieved from http://en.wikipedia.org/wiki/ Human_ resources
Human resource. (2011b). Retrieved from. http:www.answers.com/topic/human resources
Human resource management. (2011). Retrieved from http://www.en.wikipedia.org/ wiki/Human_resource_management
Luhanga, M.L., Mkude, D. J., Mbwette, T.S.A., Chijoriga, M. & Ngirwa, C.A. (2003). Higher education reforms in Africa: The University of Dar es Salaam experience. Dar es Salaam.DUP Ltd,
Martin, J., & Siehl (1983). Organizational culture and counterculture: An uneasy symbiosis. Organizational Dynamics, 122, 52-65.
Mbwette, T.S.A. & Bakari, J.K. (2010). Effective Explotation of ICT to Improve Management and Delivery of Open and Distance Learning: A Case of The Open University of Tanzania (OUT). In Ifeanyi, P. A. & Olakulehin, F. K.
(Eds.), Global Perspectives in Open and Distance Learning (2010, pp. 397 – 402). Franco-Ola Printers, Lagos, Nigeria.
Mbwette, T.S.A., & Ishumi, A.G., (Eds.). (1996). Managing University Crises. Dar es Salaam. DUP Ltd.
Ngirwa. (2006). Human resources management, in African work organisations. Dar-es- Salaam, National Printing Company.
Noe, R. A., Hollenbeck, J.R., Gerhart, B. &Wright, P.M. (2004). Human Resource Management: Gaining a Competitive Advantage. Mc Grao – Hill/Irwin.
OPRAS. Manual OUT, (2010a)
OPRAS. Reports, OUT (2010b)
UDSM. (2004a), The human resources management policy and operational procedures, Vol.I, IKR, Dar es Salaam.
UDSM. (2004b), Policy and operational procedures for human resources management. IKR. 2. Dar es Salaam.
URT. (2007). The Standing Orders, Government Printer, Dar es Salaam.
URT. (2004). Employment and Labour Relations Act.
URT. (2004). PSM Circular No.2, TFN 832.
URT. (2002). Public Service Act No.8, Government Printer (As amended in Act no.18 of 2008),
URT. (1994). The standing orders. Government Printer, Dar es Salaam.
URT. (1970). Terms and conditions of service of UDSM alias University of DSM staff regulations. Dar es Salaam
URT. (1964). Staff Circulars. Dar es Salaam, Government Printer,
U.S. Government. (1991). Statistical abstract of the United States (III ed). Washington,
D.C: US Government Printing Office.
