Strategic Human Resource Management in Tanzania Public Service College: Reality or Rhetoric?

Abstract

Management literatures now argue for the organizations to take more strategic approach to the management of people who are the most valued asset of the organization. However the discussion of Strategic Human Resource Management mainly took place on the business environment very little research has been done in the public sector especially in developing countries like Tanzania. This study therefore seeks to explore the extent to which strategic Human Resource Management exist in reality within Tanzania Public Service College (TPSC) by using the Ulrich’s HRM four-role Model Survey. A sample of 33 respondents was randomly selected from TPSC. In addition the study examines the potential barriers that may prevent HR personnel from acting strategically. The findings of the study show that HR personnel at TPSC were weak and unable to act strategically. Furthermore, the study revealed that lack of knowledge and strategic capacity among HR personnel, lack of involvement of HR Personnel from setting corporate goals and policies; lack of clear organizational structure and lack of strategic integration between HR strategy and business strategy hinders HR personnel at TPSC to act as strategic partners. Implications and recommendations are offered and future research agenda is proposed.

Keywords: Human Resource, Human Resource Management & Strategic Human Resource Management