Approaches and Challenges of Motivating Educational Staff in Public Schools in Tanzania: Some Insights from Morogoro Municipality
Journal of Human Resource Management
Volume 7, Issue 4, December 2019, Pages: 87-92
Received: Jan. 13, 2019; Accepted: Oct. 22, 2019; Published: Oct. 31, 2019
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Robert Makorere, Department of Marketing and Entrepreneurship, Mzumbe University, Morogoro, Tanzania
Samuel Hudson Mrisha, Department of Marketing and Entrepreneurship, Mzumbe University, Morogoro, Tanzania
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The aim of this study was to highlighting the approaches and challenges of motivating educational staff in Public Schools in Tanzania: The study draws some Insights from Morogoro Municipality; six public schools were selected in Morogoro Municipality. After selecting the Municipal, 55 teachers were selected and interviewed. Data collected were analyzed descriptively. Results show that the existence of various motivation packages in the educational sector ranging from cash facilities, free housing, and health services to meals service. However, limited funds, different workers’ desires, poor management, inadequate government motivation implementation strategies, limited motivation autonomy, and political intervention are found to be the challenges encountered in the course of motivating employees in the educational sector. Basing on these results, this study concluded that the process of motivating educational staff in public schools is still confronted by a number of challenges. The study therefore recommends that there is a need still to put more efforts in devising the solution to minimize the impact of such challenges. Therefore, if this recommendation is implemented, then then morally of educational staff would ultimately be realized.
Motivation, Motivation Packages, Education Staff, Challenges, Public Schools, Teachers, Education Sector
To cite this article
Robert Makorere, Samuel Hudson Mrisha, Approaches and Challenges of Motivating Educational Staff in Public Schools in Tanzania: Some Insights from Morogoro Municipality, Journal of Human Resource Management. Vol. 7, No. 4, 2019, pp. 87-92. doi: 10.11648/j.jhrm.20190704.12
Copyright © 2019 Authors retain the copyright of this article.
This article is an open access article distributed under the Creative Commons Attribution License ( which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
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