Managing Human Resource Management through Empowerment Policy

Abstract

Since 1990s, local government reforms in Tanzania have emphasized empowerment at all levels as part of decentralisation by devolution. The major objective was to give more power where it should belong. One of the areas was human resource empowerment to take proactive roles in decision-making and day-to-day management of local authorities. The chapter draws data from a cross-sectional case study covering a sample of 103 out of 206 employees working in Mvomero district council to determine employees’ perceptions on the existence of structural aspects of empowerment in the organisation. By using frequencies and Chi square tests, the chapter concludes that the general perception is weak, and indeed, there is significant difference between theory and practice.