Strategic Plan as a Tool for Performance Management in the Tanzanian Public Sector

Stella Malangalila Kinemo

doi:doi:10.11648/j.jhrm.201200803.15

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Strategic Plan as a Tool for Performance Management in the Tanzanian Public Sector

Stella Malangalila Kinemo

Published in Journal of Human Resource Management (Volume 8, Issue 3)

Received: 3 May 2020 Accepted: 22 June 2020 Published: 4 July 2020

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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.

Published in	Journal of Human Resource Management (Volume 8, Issue 3)
DOI	10.11648/j.jhrm.201200803.15
Page(s)	146-151
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

Performance Management, Strategic Plan, Public Sector

References

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[3]	Ferlie, E., & Ongaro, E. (2015). Strategic management in public services organizations: Concepts, schools, and contemporary issues. London: Routledge.
[4]	Gachua, M., & Mbugua, D. (2016). Factors Affecting Strategy Implementation in Private Universities in Kiambu County, Kenya; International Journal of Management and Commerce Innovations, 4, (2), 118-122.
[5]	Genc, E. (2017). Strategy Implementation, Organizational Culture and Performance in Turkish Local Government, Unpublished PhD Thesis, Cardiff University.
[6]	Joyce, P., & Drumaux, A. (2014). Strategic management in public organizations: European practices and perspectives. New York: Routledge.
[7]	Koech, A. K & Were, S. (2016). Factors Influencing Strategy Implementation at the National Treasury-Kenya; The Strategic Journal of Business & Change Management, 4 (15), 269-288.
[8]	Lameck WU (2017) Decentralisation and Serviced Delivery, PhD thesis, VU University, Amsterdam
[9]	Nkosi, S. M. (2015). Factors Affecting Strategy Implementation: A Case Study of a Local Municipality in Mpumalanga Province, South Africa, European Journal of Business and Management, 7 (36), 2015 -2064.
[10]	Raphael, C. (2018). Performance of Academic Staff in Public Technical Higher Education Institutions in Tanzania. Unpubllished PhD Thesis, Mzumbe University
[11]	Satta, T and Pennink, B (2013) “Decentralization by Devolution in Tanzania; The role of Local Financial Management and Tax Revenues.
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[13]	URT. (2015). Report of Public Authorities and other Bodies 2013/2014, Dar es Salaam, Controller & Auditor General.
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Stella Malangalila Kinemo. (2020). Strategic Plan as a Tool for Performance Management in the Tanzanian Public Sector. Journal of Human Resource Management, 8(3), 146-151. https://doi.org/10.11648/j.jhrm.201200803.15

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ACS Style

Stella Malangalila Kinemo. Strategic Plan as a Tool for Performance Management in the Tanzanian Public Sector. J. Hum. Resour. Manag. 2020, 8(3), 146-151. doi: 10.11648/j.jhrm.201200803.15

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AMA Style

Stella Malangalila Kinemo. Strategic Plan as a Tool for Performance Management in the Tanzanian Public Sector. J Hum Resour Manag. 2020;8(3):146-151. doi: 10.11648/j.jhrm.201200803.15

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@article{10.11648/j.jhrm.201200803.15,
  author = {Stella Malangalila Kinemo},
  title = {Strategic Plan as a Tool for Performance Management in the Tanzanian Public Sector},
  journal = {Journal of Human Resource Management},
  volume = {8},
  number = {3},
  pages = {146-151},
  doi = {10.11648/j.jhrm.201200803.15},
  url = {https://doi.org/10.11648/j.jhrm.201200803.15},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.201200803.15},
  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.},
 year = {2020}
}

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TY  - JOUR
T1  - Strategic Plan as a Tool for Performance Management in the Tanzanian Public Sector
AU  - Stella Malangalila Kinemo
Y1  - 2020/07/04
PY  - 2020
N1  - https://doi.org/10.11648/j.jhrm.201200803.15
DO  - 10.11648/j.jhrm.201200803.15
T2  - Journal of Human Resource Management
JF  - Journal of Human Resource Management
JO  - Journal of Human Resource Management
SP  - 146
EP  - 151
PB  - Science Publishing Group
SN  - 2331-0715
UR  - https://doi.org/10.11648/j.jhrm.201200803.15
AB  - 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.
VL  - 8
IS  - 3
ER  -

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Author Information

Stella Malangalila Kinemo

School of Public Administration and Management, Mzumbe University, Morogoro, Tanzania

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APA Style

Stella Malangalila Kinemo. (2020). Strategic Plan as a Tool for Performance Management in the Tanzanian Public Sector. Journal of Human Resource Management, 8(3), 146-151. https://doi.org/10.11648/j.jhrm.201200803.15

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ACS Style

Stella Malangalila Kinemo. Strategic Plan as a Tool for Performance Management in the Tanzanian Public Sector. J. Hum. Resour. Manag. 2020, 8(3), 146-151. doi: 10.11648/j.jhrm.201200803.15

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AMA Style

Stella Malangalila Kinemo. Strategic Plan as a Tool for Performance Management in the Tanzanian Public Sector. J Hum Resour Manag. 2020;8(3):146-151. doi: 10.11648/j.jhrm.201200803.15

Copy | Download

@article{10.11648/j.jhrm.201200803.15,
  author = {Stella Malangalila Kinemo},
  title = {Strategic Plan as a Tool for Performance Management in the Tanzanian Public Sector},
  journal = {Journal of Human Resource Management},
  volume = {8},
  number = {3},
  pages = {146-151},
  doi = {10.11648/j.jhrm.201200803.15},
  url = {https://doi.org/10.11648/j.jhrm.201200803.15},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.201200803.15},
  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.},
 year = {2020}
}

Copy | Download

TY  - JOUR
T1  - Strategic Plan as a Tool for Performance Management in the Tanzanian Public Sector
AU  - Stella Malangalila Kinemo
Y1  - 2020/07/04
PY  - 2020
N1  - https://doi.org/10.11648/j.jhrm.201200803.15
DO  - 10.11648/j.jhrm.201200803.15
T2  - Journal of Human Resource Management
JF  - Journal of Human Resource Management
JO  - Journal of Human Resource Management
SP  - 146
EP  - 151
PB  - Science Publishing Group
SN  - 2331-0715
UR  - https://doi.org/10.11648/j.jhrm.201200803.15
AB  - 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.
VL  - 8
IS  - 3
ER  -

Copy | Download