Strategic Plan as a Tool for Performance Management in the Tanzanian Public Sector
Journal of Human Resource Management
Volume 8, Issue 3, September 2020, Pages: 146-151
Received: May 3, 2020; Accepted: Jun. 22, 2020; Published: Jul. 4, 2020
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Author
Stella Malangalila Kinemo, School of Public Administration and Management, Mzumbe University, Morogoro, Tanzania
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Abstract
The study empirically examined the effectiveness of the implementation of strategic plan in Tanzanian public sector specifically in Ilala Municipality. The study employed case study design and mixed research approaches of qualitative and quantitative. Data was collected using interview, questionnaire and documentary review and was analyzed using qualitative and quantitative analysis. The findings revealed that there is poor involvement of staff in the formulation of strategic plan, inadequate financial ability, inadequate number of staff, lack of expertise in some fields, lack of autonomy in revenue collection and recruitment of staff, inconducive working environment, and budgetary deficit in the implementation of the strategic plan. To enhance effective implementation of strategic plan the study recommends involving more staff in the planning process especially at the stage of identifying strength, weaknesses, opportunities and challenges of the municipality. With respect to lack of autonomy in revenue collection and recruitment of staff it is recommended that the Ilala municipality should be given more autonomy rather than being interfered by the central government. The intergovernmental transfers of funds to Ilala municipality should be made on time without delay for effective implementation of strategic plan. The study argues that unless the obstacles to the implementation of strategic plan are addressed, its implementation will remain ineffective.
Keywords
Performance Management, Strategic Plan, Public Sector
To cite this article
Stella Malangalila Kinemo, Strategic Plan as a Tool for Performance Management in the Tanzanian Public Sector, Journal of Human Resource Management. Vol. 8, No. 3, 2020, pp. 146-151. doi: 10.11648/j.jhrm.201200803.15
Copyright
Copyright © 2020 Authors retain the copyright of this article.
This article is an open access article distributed under the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0/) which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
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