The University of Dodoma University of Dodoma Institutional Repository http://repository.udom.ac.tz
Social Sciences Doctoral Theses
2014 The performance of urban water supply and sanitation authorities through human resource management in Tanzania: the case of urban water supply and sanitation authorities of Dar es salaam, Morogoro and Moshi
Mokiwa, Peter A.
The University of Dodoma
Mokiwa, P. A. (2014). The performance of urban water supply and sanitation authorities through human resource management in Tanzania: the case of urban water supply and sanitation authorities of Dar es salaam, Morogoro and Moshi (Doctoral thesis). The University of Dodoma, Dodoma. http://hdl.handle.net/20.500.12661/947 Downloaded from UDOM Institutional Repository at The University of Dodoma, an open access institutional repository. THE PERFORMANCE OF URBAN WATER SUPPLY AND SANITATION
AUTHORITIES THROUGH HUMAN RESOURCE MANAGEMENT IN
TANZANIA: THE CASE OF URBAN WATER SUPPLY AND SANITATION
AUTHORITIES OF DAR ES SALAAM, MOROGORO AND MOSHI
By
Peter A. Mokiwa
A Dissertation Submitted in Fulfillment of the requirements for award of the
Degree of Doctor of Philosophy of the University of Dodoma.
The University of Dodoma
October, 2014 CERTIFICATION
The undersigned certify that they have read and hereby recommend for acceptance by The
University of Dodoma a thesis entitled The Performance Of Urban Water Supply And
Sanitation Authorities Through Human Resource Management In Tanzania: A Case
Of Urban Water Supply And Sanitation Authorities Of Dar Es Salaam, Morogoro And
Moshi in fulfillment of the requirement of the Degree of Doctor of Philosophy of the University of Dodoma.
……………………………………………………………….
Professor Hosea Rwegoshora
Supervisor
Date:………………………………………………………….
………………………………………………………………….
Professor Peter A. Kopoka
Supervisor
Date :………………………………………………………….
i DECLARATION
AND
COPYRIGHT
I, Peter A. Mokiwa, declare that this thesis is my own work and that it has not been presented and will not be presented to any other University for a similar or any other degree award.
Signature ………………………......
This thesis is copyright material protected under the copyright Act 1999 and other
International and national enactments on intellectual property. It may not be reproduced by any means, in full or in part, except for short extracts in fair dealing, for research or private study, critical scholarly review or discourse with an acknowledgement, without written permission of the Directorate of postgraduate studies, on behalf of both the author and the University of Dodoma.
ii ACKNOWLEDGEMENT
I would like to express my gratitude and appreciation to my wife Fouster and my son
Stephen.
My best regards and appreciation are also directed to Professor Hosea Rwegoshora of the Open University of Tanzania and Professor Peter A. Kopoka of the University of
Dodoma who supervised and continually gave me advice throughout the preparation of this report.
I would also like to express my appreciation to Mr. Godrich Mnyone who assisted me in data collection and my personal secretary Mrs. Mwanahamisi Baruti for her kind support throughout the study.
I would equally not like to forget Mrs. Joy L. Chidosa , Miss Marygold Mavika, Mr.
Shomari Gongo and Mr. Jackson Midala (CEO) all of Dar es salaam Water Supply and
Sanitation Authority (DAWASCO). I would also like to thank Eng. Issa Osena, Mrs.
Madawa Mhandeni and Mr. Laurian Kessy of Moshi Water Supply and Sanitation
Authority. Thanks also go to Mrs. Rahma S. Sabuni, Eng. Ronad David Lewanga and Mr.
Beno Kiduhe of Morogoro Water Supply and Sanitation Authority and other respective staff of the three Water Supply and Sanitation Authorities who provided data and support throughout this work.
iii DEDICATION
This work is dedicated to my wife Fauster and my son Stephen for their love and endless encouragement throughout the period of my studies.
iv ABSTRACT
Organizational performance improvement is considered a critical requirement for improved water services in the country. This study on organizational performance improvement of urban water supply and sanitation authorities in Tanzania through human resource management was based on a study of Dar es Salaam city, Morogoro and Moshi urban water supply and sanitation authorities with the aim of contributing to ways of improving water supply and sanitation services through human resource management in
Tanzania.
Both primary and secondary data were collected and analyzed using a combination of qualitative and quantitative methods. The findings of the study indicate that existing organizational performance improvement initiatives in the three urban water authorities were slow in staff recruitment. Findings point to failure of human resource management officers in the three urban water supply and sanitation authorities to successfully put in place and implement effective human resource policies and strategies. Consequently, there has been poor performance of staff in their duties, particularly in the supply of water and sanitation services to the public. It was further found that there was lack of cooperation between human resource management officers, other employees and customers.
To rescue the existing situation the study recommends improved human resource management initiatives in all the three urban water authorities. These include among other things, formulation and implementation of dynamic policies to guide recruitment and retention of skilled staff. This is expected to reduce activities and operational costs thereby improving organizational performance.
v TABLE OF CONTENTS
CERTIFICATION ...... i DECLARATION AND COPYRIGHT...... ii ACKNOWLEDGEMENT ...... iii DEDICATION ...... iv ACRONYMS ...... xi
CHAPTER ONE ...... 1 INTRODUCTION ...... 1 1.0Introduction ...... 1 1.1 Background Information ...... 1 1.2 Statement of the Research Problem ...... 2 1.3 Objectives of the study...... 3 1.3.1 Broad Objective ...... 3 1.3.2 Specific objectives ...... 4 1.4 Research questions ...... 4 1.5 Scope of the Study ...... 5 1.6 Significance of the Study ...... 5 1.7 Organization of the Chapters ...... 6
CHAPTER TWO: ...... 7 LITERATURE REVIEW ...... 7 2.0 Introduction ...... 7 2.2 Definition of Key Terms ...... 7 2.2.1 Organizational Performance ...... 7 2.2.2 Human Resource Management ...... 8 2.2.3 Incentives ...... 8 2.2.4 Organizational Performance ...... 9 2.2.5 Development of Organizational Performance ...... 9 2.2.6 Technology ...... 10 2.3 Theoretical framework ...... 10 2.3.1 Incentive Motivation Theory ...... 10 2.3.2 The Maslow's Hierarchy of Needs Incentive and Motivation Theory...... 12
vi 2.4 The Causal Model of Organizational Performance ...... 14 2.5 Review of Empirical Studies ...... 16 2.5.1 Review of Human Resource Management Policies in Tanzania ...... 16 2.5.2 Human Resources and Organizational Performance in Tanzania: An Overview ...... 18 2.5.3 Overview of Water Supply and Sewerage Authorities in Tanzania ...... 19 2.6 Conceptual Framework ...... 21 2.6.1 Determinants of HR Function Factors ...... 24 2.6.2 Personal Factors or HRM Outputs ...... 30 2.6.3 Water Supply and Sanitation Authority‟s Strategy ...... 36 2.6.4 Organisational Performance ...... 39 2.7 Need for a Study on Human Resource Management ...... 42
CHAPTER THREE ...... 43 RESEARCH METHODOLOGY...... 43 3.1 Introduction ...... 43 3.2 Study Area Profile and Rationale ...... 43 3.3 Research Design...... 44 3.4 Administrative Units and Population of the Study Areas ...... 45 3.5 Organization of the Field Survey ...... 50 3.6 Sampling Procedures ...... 50 3.6.1 Target Population ...... 50 3.6.2 Sampling Frame ...... 51 3.6.3 Sampling Techniques for DAWASCO, MORUWASA and MUWSA ...... 51 3.7 Sources of Data and Collection Methods and Instruments ...... 53 3.7.1 Primary Data ...... 54 3.7.2 Secondary Data ...... 56 3.8 Data processing ...... 57 3.9 Data analysis ...... 57 3.10 Data Validity and Reliability ...... 58 3.11 Data presentation ...... 59
CHAPTER FOUR ...... 60 FINDINGS AND DISCUSSIONS ...... 60
vii 4.1 Introduction ...... 60 4.2 Urbanization and Population Growth in the study area ...... 60 4.3 Existing Organizational Performance Improvement Initiatives in the three Urban Water Authorities of DAWASCO, MORUWASA AND MUWSA ...... 61 4.4 The Trend of Organizational Performance of Urban Water Authorities of DAWASCO, MORUWASA AND MUWSA ...... 67 4.5 The Various Human Resource Management Techniques Used to Improve Organizational Performance ...... 71 4.6 New Technology Development Strategy Plan Implementation to Enhance Organization Performance ...... 74 4.7 Discussions of the Findings ...... 76
CHAPTER FIVE ...... 81 CONCLUSION AND RECOMMENDATIONS ...... 81 5.1 Introduction ...... 81 5.2 Conclusion ...... 81 5.3 Recommendations ...... 84 5.4 Areas for Further Research ...... 88
REFERENCES ...... 89 APPENDICES ...... 95
viii LIST OF TABLES Table 3.1: Districts of Dar es Salaam Region ...... 46 Table 3.2: Percentage Distribution of Data Collection Instruments‟ Type for the three Urban Water Authorities of DAWASCO, MORUWASA AND MUWSA...... 56 Table 4.1: Population Growth in Three Urban Water Authorities ...... 60 Table 4.2: Employment Trends of DAWASCO, MORUWASA AND MUWSA ...... 61 Table 4.3: Categories of Trained Employees in the Tree Urban Water Authorities ...... 63 Table 4.4: Performance Appraisal for the Tree Urban Water Authorities ...... 64 Table 4.5: Promotion of Employees in the Tree Urban Water Authorities ...... 65 Table 4.6: Water Demand and Supply in DAWASCO, MORUWASA and MUWSA ..... 68 Table 4.7: Knowledge on Work Design ...... 70 Table 4.8: Staff Retention Technique ...... 72 Table 4.9: Provision of Incentives 2005-2010 ...... 73 Table 4.10: Human Resource Management Practices ...... 74
ix LIST OF FIGURES
Figure 2.1: Maslow's 5 stages know as the hierarchy of needs 1954 ...... 13 Figure 2.2: Causal Model of Organizational Performance and Change ...... 15 Figure 2.3: Conceptual Framework ...... 23
x ACRONYMS
ADB Africa Development Bank CSO Civil Society Organisations CSRP Civil Service Reform Program DAWASA Dar-Es-Salaam Water and Sewerage Authority DAWASCO Dar-Es-Salaam Water and Sewerage Company DSD Department of Sewerage and Drainage DSDS Department of Sewerage Drainage and Sanitation GTZ German Tanzania Development Agency HRM Human Resources Management IMF International Monetary Fund M & E Monitoring and Evaluation System MORUWASA Morogoro Urban Water supply and Sewerage Authority MTEF Medium Term Expenditure Form MUWSA Moshi Urban Water supply and Sewerage Authority OPRAS Open Performance Review and Appraisal System PIM Performance Improved Model RWSP Rural Water Supply Program WB World Bank
xi CHAPTER ONE
INTRODUCTION
1.0Introduction Organizational performance is considered the backbone of the livelihood of an organization (Ravasi, D. and Schultz, M.2006). Through performance, the organization measures and/or understands the direction of its activities. The organization also knows its future sustainability, and thus becomes able to plan for more activities, recruit more and train its staff in order to have competent personnel. Organizational performance improvement in water supply utilities is crucial for both, social and economic development of Tanzania and other developing countries. Improved performance of water and sanitation authorities in these countries is very much required to promote sustainable development in the current era of globalization.
1.1 Background Information In most developing countries such as Tanzania, factors affecting organizations dealing with water supply provision performance are closely linked to human resource management. These factors include lack of explicit recruitment and training policies, inability to cope with technological changes in organizations, absence of human resource information systems, staff placement problems, mismatch between job holders skills and job positions, as well as viable incentive packages to motivate workers.
As water supply is an essential commodity and that no human being can live without it, any poor service in its provision attracts complaints from the public. This attracts dissatisfaction with the services and thus unwillingness to pay for the water bills and sanitation services leading to low revenue collection. There is thus increasing need to
1 address the challenges facing water utilities. Challenges faced by the water utilities in
Tanzania include water production not matching with water sales (water billed), substantial unaccounted for water (non revenue water), inadequate customer service, high operational costs and thus high cost of water. Ineffective practices of human resource management in the water supply and sanitation authorities has led to operation problems where the service delivered does not meet the water demand of majority of the urban dwellers. As a result, ineffective operation of water supply services lead to water scarcity and unnecessary high cost for the service in urban areas.
This study in an attempt to address some of the above challenges focused on the performance of urban water supply and organizational authorities through human resource management, particularly on the problem of attracting, and retention of skilled employees.
The study is based on the case of three urban water utilities namely, Dar es Salaam Water supply and Sewerage Company (DAWASCO), Morogoro Urban Water supply and
Sewerage Authority (MORUWASA) and Moshi Urban Water supply and Sewerage
Authority (MUWSA). The study was motivated by an increase of customer complaints due to dissatisfaction with the water supply and sanitation services delivered to the urban population. The social and economic well being of the urban people depend very much on the availability of sustainable and reliable water supply. There was therefore a need of finding out how best to induce effective performance from urban water utility through human resource management so as to manage effectively the operation and sustainability of water supply and sanitation services.
1.2 Statement of the Research Problem Water Aid (2011) observes that for over the past 10 years, Dar es Salaam‟s water supply and sanitation services have been in a perennial state of crisis. A key factor behind this
2 situation which is also prevalent in other water and sanitation authorities in the country is human resource management. Weaknesses in implementing human resource management in water supply and sanitation authorities has affected performance of the water supply and sanitation authorities in terms of lack of explicit recruitment and training policies, inability of the employees to cope with technological changes in the water supply and sanitation authorities. Absence of human resource information systems, staff placement problems, mismatch between job holders skills and job positions, as well as viable incentive packages to motivate workers are other indicators of poor human resource management practices. Consequently, there has been poor customer service with customers complaining of uncertainty of availability of water supply and non prompt attendance of site problems such as pipe bursts and high water bills.
Poor performance of the water supply and sanitation authorities point to the need to examine how organizational performance can be improved through human resource management. The study investigated the challenges facing water utilities in establishing effective linkages between human resource management and improved performance of the water supply and sanitation authorities.
1.3 Objectives of the study
1.3.1 Broad Objective
To examine how organizational performance of urban water supply and sanitation authorities can be improved through human resource management in Tanzania
3 1.3.2 Specific objectives 1. To provide an overview of existing organizational performance improvement
initiatives of three urban water supply and sanitation authorities of DAWASCO,
MORUWASA and MUWSA.
2. To determine the trend of organizational performance for the last five years in
relation to expected performance of urban water supply and sanitation of the three
urban Water authorities of DAWASCO, MORUWASA and MUWSA.
3. To examine how various human resource management techniques can be used to
improve organizational performance of urban water supply and sanitation of the
three urban Water authorities of DAWASCO, MORUWASA and MUWSA.
4. To determine new technology development strategy plans and implementation to
enhance organization performance within the three urban water authorities of
DAWASCO, MORUWSA and MUWSA.
1.4 Research questions 1. What are existing organizational performance improvement initiatives of urban
water supply and sanitation of the three urban Water authorities of DAWASCO,
MORUWASA and MUWSA?
2. What is the trend of organizational performance for the last five years in relation to
expected performance of urban water supply and sanitation of the three urban
Water authorities of DAWASCO, MORUWASA and MUWSA?
3. What are the various human resource management techniques used to improve
organizational performance of urban water supply and sanitation of the three urban
Water authorities of DAWASCO, MORUWASA and MUWSA?
4 4. What new technology development strategy plan implementation to enhance
organization performance within the three urban water authorities of DAWASCO,
MORUWSA and MUWSA
1.5 Scope of the Study The study analyzed three variables. First, it discussed HRM policies such as selection, training, performance appraisal, compensation, promotion, incentives, participation, and communication.
Secondly, the study discussed HRM outcomes. The HRM outcomes covered competence, cooperation with management, cooperation among employees, motivation, commitment, satisfaction, retention and presence
Thirdly, the study analyzed business strategies namely cost reduction, quality enhancement, and innovation. Lastly, there was analysis of organizational performance.
Key variables took in effectiveness, efficiency, development, satisfaction, innovation, and quality
1.6 Significance of the Study The study has indicated that there is unknown relationship between human resource management and organizational performance. This study is therefore significant in the sense that, it will be an eye opener to the management authorities of the water utilities to recognize the need of human resource management in the sector. Secondly, the study has unveiled the challenges faced by water authorities and therefore to start considering developing human resource management guidelines
5 A detailed study on problems and challenges of human resources management in organization performance improvement have enabled proposing more effective ways out of the problems and challenges caused by poor organizational performance. In other words, the study generated knowledge on specific processes that mediate between best human resources management techniques and organizational performance in urban water utilities.
1.7 Organization of the Chapters The organization of this study appears in a series of five chapters. The first chapter provides the introduction under which background information, statement of the problem; the objectives and significance of the study are described. In addition it describes the organization of the thesis. The second chapter concentrates on literature review and theoretical issues organisation performance contribution to human resource management.
It reviews the relevant scholars‟ literature and provides theoretical and practical conceptual frameworks for the analysis of organisation performance through human resource management in DAWASCO, MORUWASA and MUWSA.
On the other hand, the third chapter presents the study methodology. Chapter four describes in detail, the findings of the study. Finally, chapter five draws up the summary, conclusion and recommendations based on the analysis. What‟s more, it advances areas for further research on the subject matter of the present study.
6 CHAPTER TWO:
LITERATURE REVIEW
2.0 Introduction
This chapter is organized into five sub-sections as indicated below. The first sub-section includes definition of key terms used in the study. The second sub-section provides the theoretical review where major theories/models which are considered modest with respect to the performance of urban water supply and sanitation authorities through human resource management in Tanzania. The conceptual framework for the study is also discussed in this section. The next sub-section provides the empirical studies on the role of the performance of urban water supply and sanitation authorities through human resource management in Tanzania. The concluding sub-section explains the need to conduct this study.
2.2 Definition of Key Terms
2.2.1 Organizational Performance
Organizational performance has been defined as the ability of an organization to fulfill its mission through sound management, strong governance and a persistent dedication to achieving results. According to Ravasi, D. and Schultz, M. (2006), organizational performance comprises the actual output or results of an organization as measured against its intended outputs (or goals and objectives). It involves the recurring activities to establish organizational goals, monitor progress toward the goals, and make adjustments to achieve those goals more effectively and efficiently.
7 2.2.2 Human Resource Management The human resource management (HRM) of an organization consists of all people who perform organization‟s activities. It is concerned with the personnel policies and managerial practices and systems that influence the workforce. In broader terms, all decisions that affect the workforce of the organization concern the HR function."
(Bernadin, H.J.2007). Furthermore, Armstrong (2006, p.4) defines HR as a strategic and coherent approach of an organization‟s most valued assets, that is, the people working there, who individually and collectively contribute to the achievements of the objectives of the business. The term human resource management in this study adopts the widely used term of "Personnel Management" as a description of the process of managing people in organizations (Bernadin, 2007).
2.2.3 Incentives
An incentive is an act or promise given or offered to stimulate new or improved action or effort in one or more workers in the form of recognition, job promotion, or an increase in wages, a word from a company official as recognition that they are the best at what they do. Categories of incentives include monetary and non-monetary incentives. The monetary incentives offer raises, bonuses, stipends or cash payments while non-monetary incentives offer promotions, recognition, title changes and job security (Cooper, 2009; Hersberg,
1959; Maslow, 1943; Maslow, 1954). An intrinsic motivation is oneself motivation with no external prodding. Extrinsically motivated individuals receive their motivation from external sources.
8 2.2.4 Organizational Performance Organizational performance in this study is defined in terms of mission fulfillment, efficiency, and the extent to which the organization adapts to changing conditions in its environment. In attempting to improve organizational performance, water and sewerage utilities in many African and South Asian cities are currently undergoing significant reform based on the principles of cost recovery, commercialisation and demand. These utilities are mandated to provide sustainable services to all consumers residing in the cities, including the poor. Each authority must adopt effective management and business strategies to meet the challenges (Coates, et. al, 2001).
From the above it can be argued that in order to succeed, both international and local companies, including those in the water sector, must have a clear customer focus underpinned by an ongoing commitment to raise standards and provide quality services.
Local companies in countries such as Tanzania are also focusing on raising standards and providing quality services to their customers. In order to achieve this organizations are focusing on human resource management as a tool for improving organizational performance.
2.2.5 Development of Organizational Performance Development of organizational performance is associated with the development of personal performance, skills, knowledge and experience (Covey, S.R. 1989). In this regard, people are seen as key to development and improvement of organizational performance. Development of an organization can also be said to be a deliberately planned, organization-wide effort to increase an organization's effectiveness and/or efficiency.
9 2.2.6 Technology Technology is a systematic use of physical forces for the purpose of increase production of goods and services. Whenever introduced in any organisation, technologies transform production level of all sectors (Kubr1977). As a package it involves the knowledge, process, tools, methods and systems employed in the production and distribution of goods and in providing services (Khalil, 2000). The survival of an organisation depends on technology acquisition, use and maintenance. As a crucial factor in the performance of an organisation, all organizations must monitor technological changes by training employees.
Similarly, organizations must motivate their employees to innovate new technologies for every sector of all organizations (Quin, 1969).
Technology is made up of the hardware software, and brain ware. The hardware is the physical structure and logical layout of equipment and machinery. The software is the knowledge of using the hardware to carry out the required tasks and the brain ware is the reason for using technology in a particular way. All these depend on the know-how of the human element and the environment (ibid).
2.3 Theoretical framework
The following theoretical review provides the theoretical foundations of the study:
2.3.1 Incentive Motivation Theory There are two possible sources of human motivation specifically the intrinsic and extrinsic motivation (Cooper, 2009; Hersberg, 1959; Maslow, 1943; Maslow, 1954). The reason behind provision of incentives to employees is to accomplish the goals of the organisation which could be to increase its productivity, improve quality, implement new processes or
10 procedures, or to discover or develop new capabilities in their workforce and collect more revenue. To realize these goals, the organisation gives its employees incentives to stimulate their participation. An incentive is either positive or negative in intent. A positive incentive is the incentive provided for the accomplishment of a desired outcome while a negative incentive such as threatened demotion, transfer, suspension or even termination is provided to correct an unwanted outcome.
Motivation refers to an incitement of action. Motivating factors include rewards such as money, stickers or grades. For example, a footballer quits the team because his teammates felt he wasn't good enough, someone who does something for no other reason than the personal reward, fulfillment or joy.
Lastly, It can thus be concluded that extrinsic motivation must be supported with intrinsic motivation otherwise the goals of an organisation can be lost. Employee motivation is much more complex though a number of organizations have used both monetary and non- monetary incentives. It is argued that workplace morale cannot be supported by money alone because money only becomes an indication that you value the staff. The most important way of motivating workers according to Cooper (2009), is to demonstrate that their efforts are appreciated.
Motivational theories include the theories propounded by Abraham Maslow in 1943 and in
1954, Frederick Herzberg in 1959 and Douglas McGregor. According to Hersberg, (1959) there are two factors which influence motivation in the workplace. Herzberg looked at
Hygiene factors and motivation factors. Hygiene factors such as working conditions, salary and job status, company policy and benefits and working relationships. Other factors are motivation factors specifically recognition, achievements, level of responsibility and need for personal growth.
11 A criticism to Herzberg‟s theory is that every individual is different, and therefore not motivated by the same things. However, the theory is very influential in the management and motivational fields and thus found to be of relevance to this study.
According to Douglas McGregor's Theory X & Theory Y, the theory states that there are two types of employee, under this assumption, a theory X shows an employee who is lazy and dislikes work, has no ambition and resists change. Such employees are unproductive and have a heavy resistance to change. The employees have a tendency to go through the motions in the workplace and only go for the pay packet at the end of the month. At the other end of the scale, a Theory Y is on an employee who is self motivated and committed to his objectives under a suitable reward structure. These employees are active, responsible and highly ambitious. In addition, they have a positive outlook on life and a higher level of trust with their employees. Despite the fact that scholars criticize that it is impossible to be either a Theory X or Theory Y type, in truth many people have traits from both theories.
2.3.2 The Maslow's Hierarchy of Needs Incentive and Motivation Theory.
The theory of motivation took into account various factors which people aspire to in order to reach their desired goals. He described five stages a person goes through in which a person cannot move onto the next stage before realising the current one, those stages are known as physiological needs such as food & drink, security and safety needs, love & belonging needs, self esteem and when the former needs are aspired to, Maslow believed one can achieve self actualization.
12 Figure 2.1: Maslow's 5 stages know as the hierarchy of needs 1954
Source: Maslow's 5 Stages 1954
Briefly, motivation is the result of physiological Needs such as food and water, sleep, warmth and shelter, safety needs such as personal safety, security in a job and at home, financial security and health, and love & belonging like feel loved. Esteem Needs including confidence in oneself, complete self esteem and total respect from others, and self actualization which is indicated by total respect for yourself and others, confidence in your own ability as a person and complete integrity for law, prejudice issues and family life.
The shortfall of the theory is that it does not take into account external factors that are out of a persons‟ control, for example, bereavement, or redundancy. In addition, there is also the argument that you can have one need without the other, for example, you could have a healthy family life with loving relationships and lack a certain element of safety such as job or financial security.
13 The above two theories are relevant to my study because both of them explain about incentives for motivation. They suggest incentives to motivate personnel in order to improve services for customers in the respective organisations, in this case water supply and sanitation authorities of DAWASCO, MORUWASA and MUWSA.
2.4 The Causal Model of Organizational Performance Models are useful in analyzing organizational change, understanding organizational change, managing organizational change, and predicting organizational change. The
Casual model also expands the study‟s theoretical perspective of human resource management as a means of enhancing organizational performance.
According to the Causal Model, organizational change is a kind of chaos. The Burke-
Liwin model (casual model) integrates a range of factors that provide some guidance to understand how organizations work amidst chaos. Burke and Litwin go one step further by arguing that there are certain consistent causal linkages.
Burke and Litwin (1992) distinguish between transformation factors (the structure, management practices, systems (policies and procedures), work unit climate, task and individual skills, motivation and individual needs and values. Transformation change happens in response to the external environment (political, economic, social and technological) which directly affects the mission (to inspire and motivate, to guide resource allocation, to balance interests of employees and customers), strategy, leadership, and culture of organization. In turn, the transactional factors are affected. These include: structure, systems, management practices, and work climate. Management practices
(division of work, authority, discipline, unity of command, unity of direction, subordination of individuals, remuneration, centralization, scalar chain, order, equity, stability of tenure of persons, initiatives, team spirit).
14 This is highlighted in the figure below (figure 2.2).
Figure 2.2: Causal Model of Organizational Performance and Change
External Environment
Leadership Mission and strategy Organisational Culture
Management Practices Structure Systems (Policies and Structure) Work Unit Climate
Task and Individual Skills Motivation Individual Needs and Value
Individual and Organisational Performance Source: Litwin, 1992,
The Burke-Litwin model integrate many factors, external environment is the main factor and links the hierarchy and casualty between the environments. Regards, limitation in use, the model is a bit complex, some organisational change may be initiated by leadership or internal factors rather than by the external environment. According to the model, external environment include political factors, economic factors, and social factors and technological factors.
These transformational and transactional factors together affect motivation, which in turn affects performance. There is hence a feedback loop: the organizational performance can directly affect the external environment,
15 2.5 Review of Empirical Studies This section presents an overview of prevailing knowledge on the role of human resource management in improving organizational performance in Tanzania. It focuses on human resource management policies, human resources and organizational performance in
Tanzania of water supply and sewerage authorities in Tanzania.
2.5.1 Review of Human Resource Management Policies in Tanzania Management of public servants is also an important element of governance in its own right. However, in Tanzania the post-independence institution building and reform shows that institutional framework affects the way public servants are managed (Bana and
McCourt, 2005). During the one-party system that took root during the post-independence period, the civil service office received directives from party leaders who were mostly employees in low cadres. During this period, human resource management officers had limited opportunities or no wish to exercise their expertise. Thus three decades after independence, civic and public agencies were deliberately politicized (URT, 1977, Bana and McCourt, 2005 ).
Performance management aims at improved performance instituted by organizational employees and human resource management officers. In order to measure performance, the organisation sets goals, standards and competence requirements (Bana and Shitindi,
2009). However, this has not always been the case.
Since its independence in 1961, Tanzania decided to fight against poverty, disease and ignorance. In order to achieve this objective, number of public institutions and organizations were set up and put under public ownership. However, at the end of 1990s, performance of various institutions was poor and behind the expectations of customers.
This poor performance and the rapid changes brought about by globalization during this
16 period indicate that deliberate measures and mechanisms were needed to transform the public service into an efficient institution with the capacity improve organisations performance through human resource management practices. The argument is increasingly being made that human resource management, technology and other resources can contribute sufficiently to national economic growth and prosperity, and eradication of poverty (World Bank, 2008:3).
As a strategy to improve organisational performance through human resource management, the Tanzania government introduced the Civil Service Reform Programme
(CSRP) between 1991 and 1999. The strategy adopted by the Programe was on cost containment and the restructuring of Government. The public service introduced a number of processes, tools and mechanisms in order to facilitate the institutionalization of a performance management system. The specific tools for performance management include strategic and operational planning, client service charters, service delivery surveys, self assessment programmes, performance budgets, the introduction of Open
Performance Review and Appraisal System (OPRAS) and comprehensive Monitoring and
Evaluation (M&E) system. Strategic Planning and M&E are now integrated into the
MTEF. This is a three year rolling plan and it technically the government‟s budget (ibid).
By using the Public Service Management and Employment Policy of 1999 and the Public
Service Act, No. 8 of 2002, the government introduced Performance Improvement Model
(PIM) which requires all public service institutions to plan, implement, monitor, evaluate, and report on performance, and finally carry out performance reviews. From the year 2000 to 2006 PIM was installed in all Ministries, independent Departments, Executive Agencies and Regional Secretariats.
17 The implementation trend of the performance management tool in the public institutions in
Tanzania had limited success. Still some employees do not perform satisfactorily.
Awareness creation is still need to make, employees demand their rights and people demand services and accountability. The government and non-state actors, including the
Civil Society Organizations (CSOs) and other interest groups enhance human resources management practices so that they can contribute to performance of organizations (ibid).
2.5.2 Human Resources and Organizational Performance in Tanzania: An Overview As Grobles (2006) highlights, the primary task of human resources management is to ensure that the organization‟s human resources are utilized and managed as effectively as possible so as to improve the organization‟s effectiveness. The experience from different organizations in Tanzania indicates that human resource management is in crisis. For instance, at Muhimbili National Health Hospital, the hospital staff went on a strike protesting against delayed salaries and allowances increase. The strike left admitted patients unattended for three days and caused hardships and misery to patients (Zacharia,
2008). Poor management of human resources is further illustrated by the case of the
Tanzania Railway Limited workers who went on a nationwide strike on 3rd April, 2008 demanding a minimum wage of T.Shs. 200,000/= and improved working conditions. As a result, thousands of passengers were stranded at Dar Es Salaam Railway Station as well as upcountry railway stations (Austin Beady, 2008). At the Bulyankulu Gold Mine in
Tanzania owned by Canada‟s Barrick Gold Corp, workers went on strike demanding their grievances of low salary, and lack of health and risk allowances payment be addressed.
This action paralyzed the entire mine operations and caused loss in terms of production
(George Obdute, Reuters, November, 20th 2007).
18 The above examples suggest that low level of recognition of human resource management techniques continue to hinder the organizational performance of these organizations leading to strikes and poor performance. The role of human resource management in organizational performance improvement cannot be overemphasized particularly in the area of social serviced oriented sectors like water supply service organizations.
2.5.3 Overview of Water Supply and Sewerage Authorities in Tanzania The challenge of providing water services to a rapidly growing population is one of the burning issues in developing countries in the 21st century. Previous research has shown that, despite the low-income levels in developing countries, cost recovery is a prerequisite for sustainability of urban water services. The challenge for service improvement is continually growing, as it is projected that 88% of the increase in global population will live in urban centres of low-income countries by the year 2015. Yet bill collection efficiency in some African urban water utilities is lower than 50%. (Kayaga et al, 2000).
In order to improve the performance levels of urban water utilities, human resource management must take center positions in these organizations.
The government of Tanzania realised the importance of the water sector to national development. It put in place a number of initiatives aimed at improving the provision of water services. Tanzania‟s National Water Policy (2006) created a new direction for utilization of the nation‟s water resources, the availability of water supply, sewerage and sanitation services. It also incorporates the principles of decentralization and subsidiary of water supply management whereby this should be devolved to the lowest appropriate level
(GoT, 2006). The policy repeals the one formulated in 2002 after a failure of various governmental plans for water supply.
19 The history of water supply in Tanzania and the need for efficiency measures can be traced in decades. In 1971 the government launched a 20-year Rural Water Supply
Programme (RWSP) that aimed at providing access to adequate, safe, dependable water supply within a walking distance of 400 meters from each household by the year 1991.
Under this programme, water was provided freely by the Government. In 1985 it was revealed that only 46% of the rural population had access to water supply service. Various reasons were outlined including non involvement of the beneficiaries, use of inappropriate technologies and lack of decentralization as a result of abolishment of local government authorities in 1972. A greater challenge has been to provide water services to the urban population which is increasing rapidly.
For the past two decades, the ministry responsible for water supply in Tanzania has been publishing annual reports to measure the technical and operational efficiencies using core indicators such as labor productivity and water losses. Human resources management has not been on top of the list to improve organizational performance of water authorities.
From the reviewed literature above, it is apparent that the numbers of studies that have been carried out on organizational performance of organizations have highlighted the importance of motivation of workers as a means of effecting improved organizational performance. There is to date limited studies on problems and challenges associated with human resources management in urban water supply organizations in Tanzania. Most of the studies carried out have been based in production industries or factories and not in social services like water supply sector. This study is expected to provide much needed knowledge on organizational performance improvement through human resource management techniques. A case study of three urban water supply authorities in Tanzania will be used to examine how human resource management can be effectively used to
20 improve organizational performance of urban water supply authorities. These authorities include Dar es Salaam, Morogoro and Moshi. These three together will provide a representation of all 19 water supply and sewerage authorities in Tanzania mainland.
2.6 Conceptual Framework Diagnostic models provide useful assessment of an organization‟s performance and are also used to accomplish an objective, and enable understanding of an organization. For instance, diagnostic models throw light on what types of practices should be occurring in the organization or water supply utility, the order in which those practices should be occurring and the standards of performance for various domains, such as individual positions, team, projects, processes, functions, programs and the organization. Diagnostic models in this study provide assessment of the three urban water supply utilities performance. The models addressed the following issues:-
- What types of practices should be occurring in the water supply utilities
- The order in which those practices should be occurring.
- Standards of performance for various domains, such as all individual positions, teams, projects, processes, functions, programs and the organization. A diagnostic model was useful in the three urban water supply utilities change effort to:
- Analyze results of data collection.
- Identifying issues that should be addressed by the utilities, change effort.
- Suggest what actions should be taken to address the issues.
- Evaluate the success of the water utilities change effort.
21 The organizational diagnostic model was used in this study to provide more insight on how to improve organizational performance through available human resources management techniques.
This allowed for better understanding the various organizational factors that facilitate the establishment of fit of Human Resources (HR) practices and firm strategy. The definitions for the two types of fit are first introduced, followed by a summary of the theoretical underpinnings of how they both relate. A conceptual model illustrating the determinants of both horizontal and vertical fit is then provided, together with a detailed discussion on the role of three level factors on both internal and external fit. Propositions are suggested as well in this part. Finally, the implications of the conceptual model and the directions for future research are discussed.
Scholars suggest that there are two kinds of fit: horizontal fit and vertical fit. Horizontal fit refers to the congruence among the various HRM practices (Baird & Meshoulam 1988), and vertical fit refers to the alignment of HRM practice with the strategic management process of the firm (Schuler & Jackson 1987). In general, vertical fit is viewed as a critical step toward attaining the organizational goals through initiating some human resource activities that are aligned with firm objectives, while horizontal fit is essential when making good use of these resources. These concepts are illustrated (Figure 2.4).
22 Figure 2.3: Conceptual Framework
INDEPENDENT VARIABLES INTERMEDIATE VARIABLES DEPENEDNT VARIABLE
HR Resource Factors Recruitment Policy Training Investment Promotion Plan/Budget Communicate Participation
Personal Factors Presence Satisfaction Organization HR Managers‟ Competence Performance Capability Retention Top Managers‟ Commitment ability and Support
Employees‟ knowledge and skills Quality Efficiency Effectiveness Organizations’ Factors Development Innovation Nature of Strategy Satisfaction
Values and Culture
Source: Adopted from Literature review 2012
The conceptual framework indicates the interrelationship between independent, intermediate and dependent variables. The independent variables are the broader aspects of policies which indirectly affect the dependent variable through the intermediate variables. The dependent variable is directly affected by the intermediate variables which are the working aspects or activities of the organisation in achieving organisational performance. Basically the intermediate variables are the direct aspects which concern the human resource motivation which further affects the organisation performance. These are the determinants of human resource function factors. The intermediate variables therefore are directly related to the study of organisation performance of urban water supply and
23 sanitation authorities through human resource management in Tanzania: a case of urban water supply and sanitation authorities of DAWASCO, MORUWASA AND MUWSA respectively.
2.6.1 Determinants of HR Function Factors The variables of the study were derived during the literature review. Theories and models contributed concepts. The relationship between the concepts is shown in the figure provided (Figure 2.6). In the next sections, each variable is discussed.
(i) Recruitment
Recruitment of employees is a process of attracting, screening, selecting, and employ qualified persons for specific jobs. The purpose of recruiting is to develop new employees through employee offering. Recruitment process takes in job analysis, developing categories and specification; obtaining candidates through various actions such as networking or advertising. Then, candidates are shortlisted basing on job requirements, their skills, personality, and motivations. Through written or oral interviews the candidates are assessed to check whether they fit with organisational requirements.
Recruitment is done in-house by human resource management officers or a public sector.
The study explored how water and sanitation authority recruited employees.
(ii) Training
Training is one of the investments directed to human resources through various methods.
Training is a process aiming at acquisition of knowledge, skills, and competencies. The objective of training employees is to improve their capacity, and performance. It involves
24 teaching of vocational or on job skills and knowledge for specific uses so as to increase competencies.
On-the-job training involves training of employee at the place of work while the employees are doing their routine works. It uses the tools, equipment, documents or materials available at work stations. One among the professionals is appointed as a course instructor. Off-the-job training takes place away from normal work stations. For instance, training employees at a site or training centre away from their work stations. The training uses lectures, case studies, role playing, and simulation. The advantage of the off-the-job training is that employees get away from work stations thus actively participating throughout in the training. The study therefore examined training of employees in the three water and sanitation authorities.
(iii) Work Design
Work design is a concept that forms part of planning. It is largely applied in organizations.
Work design is a reflection of the goal of an organization. It is important in assessing performance of an organization. A water supply and sanitation authority plan different strategies to be done by various units so as to improve water supply and sanitation. The most efficient work design involves specification of tasks to be performed, methods and flow of work among employees. Recently, organizations combine work design with formal structure. This system helps the human resource officers to identify areas that need reforms. Through reforms, an organization make changes in goal setting, reward systems, work environment, and other performance management practices. Work design focuses on efficiency and simplification, motivation and social and the technical features of work systems. The study explore on how the water and sanitation authorities dealt with issues on work design.
25 (iv) Compensation
The relationship between employers and employees is that an employee sells labour and an employer pay salary. A salary is a payment usually of money for labour or services usually according to contract and on an hourly, daily, piecework, or monthly. Paying wages indicates that the employer compensate an employee for the labour provided. Other payments like insurance and medical allowances and compensation economic loss are some of payments employers pay employees as compensation.
While systems differ among organisations, workers' compensation is crucial in improving organisation performance. Those organisations which do not properly compensate employees have demoralized employees as a result has ended with unsatisfactory performance. In this study, more focus was on how water and sanitation authorities compensate employees.
(v) Promotion
In the context of human resource management, promotion of an employee draws in advancement in terms of designation, salary and benefits, or change the type of job activities. Normally, promotion indicates recognition thus it is an employee's reward for good performance. Promotion of employees has a number of implications. It motivates employees to work hard. Correspondingly, it increases benefits, privileges and changes the title and salary. The organisation ensures that the person is able to handle the added responsibilities by screening the employee with interviews and tests and giving them training or on-the-job experience before promotion. To those employees whose daily performance is worse, they are demoted. It is therefore true that the opposite of a promotion is a demotion. The study explored promotion of employees in the water and sanitation authorities.
26 (vi) Incentives
Literally, an incentive is something that encourages someone wants to do something or work harder. Incentives are classified differently. However, incentives motivate workers to take a particular course of action. Categories of incentives are financial incentives which take in money or material reward, moral incentives such as self-esteem and coercive incentives like pain in punishment and physical force. However, organizations provide more remunerative incentives than moral or coercive incentives because remunerative incentives have been largely employed in many organizations. The study examined provision of incentives in water and sanitation authorities.
(vii) Communication
Communication is an important tool in human resource management. Practically, it is an act by which one person gives to or receives from person information about concerning the needs, desires, and perceptions, knowledge of both employers and employees.
Communication means an event whereby employers and employees exchange thoughts, messages, or information. Information sharing often is through speech, visuals, signals, writing, or behaviour. The events of conveying information take in a sender and a recipient. The communication process is complete once the employee has received information and understood the message of the employer.
27 Two systems work in sharing information between an employee and an employer. The systems include written and verbal and non verbal communications such as posture, gesture, clothing, and symbols. Progression of technology has been vital in development of communication. Advancement comprises use of pictographs, writing on paper and internet. The study examined communication infrastructure in water and sanitation authorities.
(viii) Involvement
The concept of employee involvement is defined as a process for empowering employees to participate in managerial decision-making for the purpose of improving activities of the organization. Practically, employee involvement starts when every employee is actively allowed to make decision because he/she is regarded as a unique human being with important idea which can influence performance of the organisation. The basis of employee involvement is McGregor‟s Theory Y. According to the theory, participative management, job design, and determining quality of work are some areas where employees are involved in making decisions. Employee involvement creates a positive work environment characterized by high trust, exceptional customer service, collaborative teamwork, operational excellence, and creative problem solving mechanism.
Employee involvement is meaningless if the human resource management officers are not responsive to the needs of the customers and employees. Active responsive to the needs of the customers and employees leads to higher levels of employee motivation, creativity, productivity, and commitment which in turn create maximum profit. In this study, the research centered on how the three water and sanitation authorities involved employees in execution of daily organizations activities.
28 (ix) Participation in decision making
Induction of the concept of participation is difficult because it employs a number of mechanisms. Participation in decision making allows the public and employees to express opinion on economic, social, political, management, and cultural realms. Active participation occurs if there are elements of transparency. Participation in decision making always builds public support for strategies of organisation.
Practically, it educates the public about strategies of an organisation and responsibility of each actor. Participation in decision making facilitates sharing of useful information, particularly between employers and employees. In a representational conduct participation enables employees and customers to influence strategies of an organization. It influences the relation between citizen and their local government, and increases trust and boosts people‟s willingness to participate in development activities. The study explored participation of employees and customers in decision making.
(x) Investment
Investment is a multiplication concept. In monetary terms, investment means a practice whereby individuals or organisations are investing money or capital in order to gain profitable returns, as interest, income, or appreciation in value. For instance, may take in purchasing an asset, giving a loan or keeping funds in a bank account with the aim of generating future returns. Various investment options are available but with different risk- reward tradeoffs. A water and sanitation authority, for instance, invest in human resources and infrastructure hoping that selling of water maximizes returns while minimizing risk exposure. The study investigated rate of investment in the three water and sanitation authorities.
29 2.6.2 Personal Factors or HRM Outputs
(i) Human resource managers’ capability
One of the functions of human resource management officers is to build capacity of employees. They play a central role in implementing HR policies and procedures, but have been forgetting that they also represent a group among groups under the set of employees.
They forget that they need to move from management development to management capability. They are therefore must be up to the task of management capability so that they are able to respond to the day to day activities of the organisation. In order to develop their capability, the human resource management officers have to develop a scheme for developing and utilizing management and leadership capability, and the performance benefits arising from its application.
In this context, the model covers development of management capability. The immediate indicators include education and qualifications, experience, ongoing formal and informal training and development and the management environment. Then, the organisation develops management capability in which major indicators are management knowledge, skills and aptitudes. The employees apply their skills. Major indicators would be management practice, high level work practices, quality processes, research and development, market promotion. At the business level the outcomes include spend on innovation, patenting activity, customer and employee satisfaction, productivity, profitability and shareholder value. Lastly, indicators of management capability are measured through individual benefit like lower rates of unemployment, higher salary, promotions and improved employment. The study investigated human resource managers‟ capability.
30 (ii) Top managers’ ability and support
Individual skilled workers show more capacity in leading others than unskilled worker in an organisation. Often, a skilled worker is any worker who has special skill, knowledge, or ability in their work. His/her skill obtained from a college, university, or technical school or on the job largely shows his/her ability. Top managers require some level of expertise to the performance of human resource management and the entire exercise of mobilizing resources for supporting organizational strategies.
For example, a human resource management officer who practices human resource management as well as mobilization of other resources cannot perform his/her responsibility without knowledge and skills of human resource management. In addition to human resource management, the human resource management officer requires additional skills to support workers as well as the entire organisation. The study focus was on top managers‟ ability and support.
(iii) Competence
Literally, competence is the ability of an individual to do a job properly. It is difficult to define competence easily because a competency is a set. Its elements are behaviours and guides enabling the identification, evaluation and development of the behaviors in individual employees. When applied in an organisation, competence influences performance motivation. It is therefore true that there is a direct relationship between competence and performance improvement.
In human resource management, knowledge, skills, and behavior are inseparable because are key factors in improving performance of an organisation. They are used as general descriptions of the requirements of employees in an organization. Actions of employees reflect their competence. Competence varies from one time and the next time an employee
31 acts. A competent employee would need to be able to interpret the situation in the context and take immediate actions. Competence is developed through training, experience, and flexibility of an employee to learn. Competence development, therefore encompasses, series of events and reflection. The study investigated competence development in the three water and sanitation authorities.
(iv) Motivation
Motivation is a force forcing an employee to act in a certain conduct. Motivation shows wishes and desires to achieve goals of an organisation. It is a psychological feature caused by behavioral, physiological, cognitive, and social force like hunger which leads to a desire to eat or impulse to optimize well-being, minimize physical pain and maximize pleasure.
Motivation can be divided into two types namely intrinsic (internal) motivation and extrinsic (external) motivation. Motivation originates from specific physical needs.
Motivation can be divided into two types, namely intrinsic (internal) motivation and extrinsic (external) motivation. Intrinsic motivation indicates an interest or enjoyment originating from within the individual. Unlike Intrinsic motivation, extrinsic motivation is linked to external pressures or a desire for reward. Education and skills create intrinsic motivation. Rewards such as cash, things, and grades create extrinsic motivations. The study focus was on how the three water and sanitation authorities motivated employees and customers.
(v) Commitment
Compensation, trust, security, believes that employees and employers consider needs and opinions of each group strengthen commitment. These qualities are crucial and more
32 important than monetary compensation and rewards at work. Retired people may find themselves not committed but highly committed when changing economy, for instance, create employment opportunities for them. A condition which is crucial in making employees committed is that the employers must first recognize the fundamental role that employees play an important role in the success of the organization. Commitment protects an organization from turnover, at a time when an organization need hold talented employees. During major transitions, performance of an organization depends on committed workforce. Sometimes employees are committed but do not believe that their organization is committed to them. Such a situation weakens employee and employers relationship. Despite the fact that good economy and the availability of work influence the level of turnover, it is up to organizations to demonstrate that they are serious and committed to their employees.
This is true because if an organization treats employees well, they will give back more in terms of both physical and emotional commitment. Fairness in the application of policies of the organization, opportunities for growth and development, recognition of employee needs and a clean, safe working environment create commitment. Organizations that are able to create commitment among their employees realize that commitment is ultimately personal. Some of the essentials for building commitment include communicating with employees in an honest and open way, realistically assessing their capacity to engage in various initiatives, giving worthwhile feedback, making effective decisions and taking chances. An organization enhances the capabilities of its workforce over time through formal and informal training. The study investigate how human resource management practices created commitment in the water and sanitation authorities.
33 (vi) Satisfaction
Customer satisfaction is the number of customers, or percentage of total customers, whose reported experience with a firm, its products, or its services exceeds specified satisfaction goals. It is a measure of how products and services supplied by a company meet or surpass customer expectation.
Regards employees satisfaction, when there is mistrust, no appreciation, no respect, no recognition for the time and effort employees have put into their work, employees feel not satisfied with the work. Employees‟ satisfaction occurs if there are employee-employer relations. The employers must demonstrate that they are serious about their workers. In fact, emotional rewards can actually have a larger impact than monetary rewards on overall employee satisfaction. Both employees and customer satisfactions are important in a competitive marketplace where businesses compete for customers. Employees and customer satisfactions therefore become key element of business strategies.
Clearly stated guidelines defining appropriate work behavior and job requirements, supportive communications with immediate supervisors and senior management, the quality of the supervisory relationship, favourable developmental training and experiences, clearly-defined career goals and paths, frequent recognition, both formal and informal, fair and objective feedback on performance, provided on a regularly-scheduled basis, personal and family-oriented policies and actions, and sufficiency of pay, benefits and rewards are some specific factors and initiatives have shown that they are positively affecting employee satisfaction. The four key drivers include commitment, culture, communications and compensation. The study was centered on how water and sanitation satisfied employees and customers.
34 (vii) Retention
Employee retention is the ability of an organization to retain its employees. Practically, employee retention is the efforts by which employers attempt to retain employees in their workplace. It is both strategy and an outcome.
In an organisation setting, employers always work hard to increase employment turnover.
They do so by decreasing recruitment and training costs, and loss of talent and organisational knowledge. Theoretically, employers improve retention rates and decrease costs of high turnover. To simplify, employers look for positive turnover. They maintain high performers. The study investigated how human resource management practices enabled retention of employees in the three water authorities.
(viii) Presence
The first days employees commencing jobs, they are arriving at their offices on time and fulfilling their tasks according to the deadlines. In the beginning employees impress their employers. Slowly, these employees become bored of their job and routine works.
Eventually, their enthusiasms weaken. Daily, monthly and annual performance goes down.
Some employees spend more time on part time jobs as they make more money than their regular jobs. They sometimes neglect their duties at their regular jobs. Employees demand salaries, bonuses, increments, and allowances on time. Seldom, employees forget that doing their work satisfactorily motivate employers to do justice to employees. Since there is no excuse for employee to become careless in their job, employers put devices such as attendance registers to monitoring the presence of employees. In India, Biometric
Attendance Systems connected through web based infrastructure monitor physical presence of employees. However, physical presence of employees is not enough because employees carry out part time jobs on the computer in their offices that their full-time
35 government job has provided them with. They may constantly keep on checking messages, laughing and talking on mobile phones. The study investigate how employers apply essential managerial skills to ensure that employees are always present and are satisfied with their job, motivated, productive, and have improved performance in their organization. The study explored presence of employees in the three water and sanitation authorities.
2.6.3 Water Supply and Sanitation Authority’s Strategy Organizational strategy is explained by the organization‟s mission, vision and objectives.
The strategy helps in developing policies, mobilization of resources, allocating resources, implementing policies and evaluating performance. All organisations have one goal of improving performance in provision of goods and services. The key strategies include cost reduction, quality improvement and innovations. The challenge of all organisations is on linking organisational performance and cost reduction, quality improvement and innovations. As the linkages are not clear, the study investigates on how the organizations link organizational performance and cost reduction, quality improvement and innovations.
The study investigated strategies of the three water and sanitation authorities.
Two concepts are important in improving performance of an organization. The concepts are values and culture. Organisational values answer key questions like what it is, why it has been created, and how it is different from other organizations. Some organisational values include profit making, meeting customer needs and expectations, and fiscal stability, external recognition, and innovations (Barker, 1994). Ravasi and Schultz (2006) state that organizational culture is a set of shared mental assumptions that guide interpretation and action in organizations. It embraces values, visions, norms, working styles and language, systems, symbols, beliefs and habits. Organizational culture affects
36 the way people and groups interact with each other and with customers. It implies consists of the behaviours of employees and customers who are part of an organization and the meanings that the people attach to their actions. It is not well understood on how organisations preserve their values and culture. The study explored values and culture of water and sanitation authorities.
(i) Cost reduction
Cost reduction is a strategy of all organisations. In its entirety, it is the process used by employers reduces operational costs for the purpose of increasing the organisations profit.
Implementation of this strategy varies among organisations because implementation of a strategy depends on organization‟s service or product.
When an organisation opts to provide a certain product it has to think of cost. The concept of cost becomes more important when competition increases and price becomes negotiable in the market. Cost reduction opportunities include design, buying bigger volumes, reducing employee turnover, reduction, elimination, modification of manufacturing activities. Areas for cost reduction are raw material procurement, logistics, production
(process, time and work study, maintenance, automation), energy, human resource (out sourcing), sales & marketing and finance. Cost reduction aims at profits, waste reduction, increase productivity, competition, resource conservation and image enhancement. The study explores how employers reduce costs at the same time improve organisational performance. The study investigated how water authorities reduce costs in service production and delivery.
37 (ii) Quality
Quality is a perceptual, conditional and somewhat subjective attribute and it is understood differently by different people. The quality of a product or service refers to the perception of the degree to which the product or service meets the customer's expectations.
Consumers focus on the specification quality of a product/service, or how it compares to competitors in the marketplace. The organisations measure quality of products and service by looking at correct procedure for production goods and services. An item that has quality has the ability to perform satisfactorily in the market because it is suitable for the intended purpose. A number of strategies are available in producing quality goods and services. For example, human resource management practices influence quality in the degree that a product is reliable, marketable, maintainable and sustainable. Aspects of quality include production, checking, confirming, control, management, assurance and provision. The study examined how water and sanitation authorities maintain water quality.
(iii) Innovation
An innovation is the act of introducing something new. It is an invention that improves some product, process or service for the public. The performance of an organization depends upon the ability of employees and employers to innovate. Innovations range from small to big innovations. They can also range from simple to complex innovations.
In technical terms, innovations are outcomes of technical achievement. It is a design. The presence of genius employees help to see and make the future happen. An innovation starts by taking of the work of an individual employee to a broader spectrum of employees. The ability of an organization to innovate is critical to survival of an organisation.
38 Some theories of Innovation take in breakthrough, incremental, and open source.
According to the theories, innovations are disruptive, measurable and open and available to all. Innovations in many organizations are not clear. The study examines innovations in water and sanitation authorities.
2.6.4 Organisational Performance
(i) Effectiveness
The ability to achieve a given goal is called effectiveness. Literally, it is the capability of producing a desired result. When an organisation is deemed effective, it means it produces desired products and services. An organization's effectiveness depends on communicative competence and ethics of employees and employers in an organisation. Ethics is a foundation found within organizational effectiveness. In an organization, employers must ensure that there is respect, honesty, integrity and equity. All these factors increase communicative competence among employees and employers. Along with ethics and communicative competence, employers and employees and customers achieve their intended goals. In an organisation, activities such as administration, fundraising, and training are important inputs into organizational effectiveness because they provide the essential support functions needed for the organization to successfully finance and administer its daily routines. The study investigated effectiveness in the water and sanitation authority.
(ii) Efficiency
Efficiency is a measurable concept, quantitatively determined by the ratio of output to input. It describes the extent to which time, effort or cost is well articulated to meet the goal. Efficiency of an organisation takes in the capability of a specific application of effort
39 to produce a specific outcome effectively with a minimum amount or quantity of waste, expense, or unnecessary effort. Basically organizational effectiveness of an organisation constitutes its ability to perform a function with optimal levels of input and output. The organisations are measured by relating number of employee, their performance and profits. In practice, organizational effectiveness is a correlation between service provision processes and quality and volume of goods and services. The study investigates efficiency of water and sanitation authorities.
(iii) Development
Organizational development is a deliberately planned, organization-wide effort to increase an organization's effectiveness and efficiency. It is an output of promoting organizational practices. The indicators of organizational development are availability of adequate resources and improved performance. Organizational development is a development strategy intended to change the basics of beliefs, attitudes and relevance of values, and structure of the current organization to better absorb disruptive technologies, exploding market opportunities and ensuing that the organisation is able to reduce challenges.
Organizational development encompasses internal sustenance. Indicators of development are seen in mobilization of adequate resources, recruitment, training and introduction of new products. The study investigated development as a result of human resource management practices in the three water and sanitation authorities.
(iv) Satisfaction
The customer service profit chain is a simple model explaining satisfaction. For example, internally, the quality of services attracts more customers. It has influence employee satisfaction. Employee satisfaction triggers employee retention as well as employees productivity. Employee retention and employee productivity increase the value of
40 services and goods. It is a good image to the external environment. External service value leads to customer satisfaction. Customer satisfaction contributes positively to customer loyalty. Lastly, customer loyalty influences revenue growth and profitability. The model demonstrates the importance of customer and employee satisfaction to both management and employees. What the customers and employees actually want when they buy the type of products that you deliver is established by studying customers and employees satisfaction.
Often it happens that organization‟s members rectify anything that is not pleasing the customers. Satisfaction is used to Improve the value you deliver to your customer, to raise the degree of customer loyalty, shown towards your, as a result, the profitability to organisation of servicing each customer will improve.
The study investigates how water and sanitation authorities attain satisfaction.
(v) Innovation
As defined earlier, innovation is the ability to define and develop new products and services and deliver them to market. In organisations, innovation is a fundamental source of value creation. In an open market, innovation is a crucial enabler of competitive advantage. When linked to application of technology, innovation applies body of knowledge developed that is of use in promoting service delivery. Theoretically, innovation is inherently an activity that, when it works well, reduces development cost.
The best organizational designs, for instance, are adaptive, bring new practices and become more vigorous over a period of time. Today, every organization needs to do more with less investment, project to reach new customers, and use resources wisely. They either change product or sometimes look for a new process to save money. The study examined contribution of innovations in the three water authorities.
41 2.7 Need for a Study on Human Resource Management Human resource management is a highly popular profession in all human life phenomena.
Studying human resource management has many advantages, including better organisational performance and outcomes (Dessler, 2008). Human resource management is widely practiced in various organisations. It is important because has a direct relationship with performance of an organisation (JWU and GTZ, 2003). A number of weaknesses exist in human resource management. Similarly, knowledge gaps exist on the linkages between roles of human resource management in improving organizational performance (Ngirwa, 2005, Linkage, 2010). The knowledge gaps raised a need to carry out a study on the role of human resources management in organisational performance improvement in water and sanitation authorities.
42 CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Introduction This chapter highlights the study area and covers explanation for the selection of the study area. It also includes the research design, research strategy, selection of study area rationale, target population, sample size, sampling techniques, data collection methods, data collection instruments, data collection procedure, data analysis techniques and data presentation.
3.2 Study Area Profile and Rationale The study was conducted in three urban water and sanitation authorities of DAWASCO in the city of Dar Es Salaam, MORUWASA in the municipality of Morogoro and MUWSA in the municipality Moshi.
The choice of the study areas was based on the different characteristics namely experience in water supply and sanitation services, land forms, mechanisms for pumping water from the source of water to the main water supply, availability and access of information and data. The choice of the three water and sanitation authorities of
DAWASCO, MORUWASA and MUWSA was also dictated by several characteristics, which include:
i. The fast population increase in the three urban authorities due to rural-urban
migration to seek for modern livelihood and services.
43 ii. The three urban centers are considered to be important areas for income generating
activities, including major hotels, markets, tourist destinations and small and
medium business opportunities which attract youths.
(iii)The locations is also influential to attracting populations from other bordering
regions to migrate and find residence in the three cities/municipals thence creating
unique ethnicity of the region‟s residents, resulting onto different characteristics
and behaviors, norms, culture, marriage and children‟s values which may affect in
different ways modern lifestyles
3.3 Research Design
The study used a case study research design. According to Wangia (2001) a case study is one of the several ways of social science research. A case study design was adopted to explain when, how, or why questions in a smaller sample, but whose effects are also valid for a larger population sample. As Tanzania has more than ten urban water authorities, it would have been difficult if not impossible to cover all of these water utilities in one study. A case study of three water authorities of DAWASCO, MORUWASA and
MUWSA allowed for a more in-depth investigation and useful description of the problem in detail. By using the three urban water authorities as a case study, it was possible to get a better understanding of what is occurring at national level. The limitations of the case study research design as demonstrated by the study indicated that the findings are difficult to generalize due to some significant differences in the characteristics of the cases and urban water authorities. This limitation was overcome by using three water utilities with different characteristics.
The following section provides an overview of the three study areas covered by the study
44 3.4 Administrative Units and Population of the Study Areas (i) Dar-Es-Salaam
Dar es Salaam is home to the Dar es Salaam Water and Sewerage Company (DAWASA).
Dar es Salaam covers the total area of 947,300 square kilometers as it is the largest city in
Tanzania. It lies mostly between latitudes 10 and 12 0 south and longitudes 290 and 410
East. The city is situated on a massive natural harbour on the Eastern coast of Africa, with sandy beaches in some areas. It is also the country's richest city and a regionally important economic centre. Dar es Salaam is an administrative province within Tanzania, and consists of three local government areas or administrative districts: Kinondoni to the north, Ilala in the centre of the region, and Temeke to the south.
Dar es Salaam region had a population of 4,364,541 according to the official 2012 Census.
Dar es Salaam is Tanzania's most important city for both business and government. The city contains unusually high concentrations of trade and other services and manufacturing compared to other parts of Tanzania.
The region is divided into three districts, Temeke, Kinondoni and Ilala. Administratively,
Temeke Municipality is divided into 3 divisions and 24 wards. The wards are Azimio,
Chamazi, and Changombe, Charambe, Keko, and Kigamboni, Kibada, Kimbiji, and
Kisarawe II, Kurasini, Makangarawe, and Mbagala, Mbagala Kuu, Miburani, and
Mjimwema, Mtoni, Pemba Mnazi, and Sandali, Somangira, Tandika, and Temeke,
Toangoma, Vijibweni, and Yombo Vituka.
Kinondoni Municipality has 4 divisions and 27 different wards. The wards are Bunju,
Goba, and Hananasif, Kawe, Kibamba, and Kigogo, Kijitonyama,Kimara, and Kinondoni,
Kunduchi,Mabibo, and Magomeni, Makaburi,Makumbusho, and Makurumula,
45 Manzese,Mbezi, and Mburahati, Mbweni,Mikocheni, and Msasani,
Mwananyamala,Mzimuni, and Ndugumbi,Sinza,Tandale and Ubungo.
Lastly, Ilala Municipality is subdivided into 3 divisions and 22 wards. The wards include
Buguruni, Chanika, and Gerezani, Ilala,Jangwani, and Kariakoo, Kinyerezi,Kipawa, and
Kitunda, Kisutu,Kivukoni, and Kiwalani, Mchafukoge,Mchikichini, and Msongola, Pugu,
Segerea, and Tabata, Ukonga,Upanga East, and Upanga West, and Vingunguti.
The city is a home to a rapidly expanding population as indicated below and is the center of many socio-economic activities leading to a very high demand of water and sewerage facilities.
Table 3.1: Districts of Dar es Salaam Region
Map District Population (2012) Area km²
Ilala 1,220,611 210
Kinondoni 1,775,049 527
Temeke 1,368,881 656
Total 4,364,541 1,393 Source: URT, 2013
(ii) Moshi Municipality
The Moshi Urban Water Supply and Sewerage Authority is located in Moshi
Municipality which covers 58 square kilometers. It shares its characteristics and location advantages with Arusha and Nairobi city. This Municipality is located within the vast northern zone south of equator sharing boarders with the Moshi District council in the east, Hai District council in the west, Kiteto district council in the south and Moshi district in north. Its location and wide variety of natural remarkable features such as Mount
Kilimanjaro, Kilimanjaro national park, permanent rivers such as river Rau and Karanga
46 River, Kahe Paddy Irrigation scheme and volcanic debris along Dar es Salaam Arusha road and ever green vegetation have greatly influenced its development. The good climate with adequate rainfall, ranging from 750 mm to 2000 mm, favourable temperature
0 condition with average temperature of 24.35 C , and moderate humidity attracts more people to either permanently or temporality settle in Moshi Municipality. One characteristic of Moshi Municipality is possession of tourism potentials such as the
Kilimanjaro National Reserve and National Park, the Kilimanjaro mountain which annually receives many tourists and existence of information centres for which play a big role in providing tourists with information on tourism in the northern zone, and its capacity in accommodating visitors, which has relatively more hotels, motels and restaurants. This meant that the Moshi municipality has a lot of opportunities and incentives which create a pull factor for the inter and intra rural-urban and urban-urban migration.
In the lowland of Mount Kilimanjaro, where the conditions for developing a colonial administrative centre were particularly favourable, a small administrative centre called
Old Moshi grew up in 1960s as one of the most important centre for collecting and transporting agricultural products such as coffee, banana and maize. This administrative centre had 52,223 people in 1978,96,838 people in 1988, and 143,799 people in 2002 and
165,823 people in 2007 strongly influenced by favourable climate for coffee production.
For the slowly growing populations to support themselves, it was essential to link Moshi to Tanga, Arusha, Nairobi and Dar es Salaam, to make the best use of fertile soils, adequate water and the motivation and innovative nature of the Chagga people in promoting both the hinterlands and urban area. In 1890s the railway line from Tanga and
Dar es Salaam to Arusha via Moshi was constructed. The railway line went up to Taita
(Taveta) to join Kenya and Moshi. Both the urban populations and livelihoods changed
47 with time. Likewise for the urban populations to access clean and safe water, in 1960s a department of water was formed. The main function of the water department was to supply water services. From 1970s to 1980s, the water department served only a few neighbourhoods. Likewise, from 1980s the human resources were too developing gradually to cope with water demand.
In 1988 Moshi attained the status of a Municipal Council. Currently, Moshi Municipality is an administrative, commercial and tourist centre of Kilimanjaro Region.
Administratively, Moshi Municipality has a total of twenty one wards namely Majengo,
Msaranga, Kiboriloni, Pasua, Njoro, Kaloleni, Mawenzi, Bondeni, Kiusa, Kilimanjaro,
Rau, Mji Mpya, Korongoni, Karanga, Bomambuzi, Soweto, Mfumuni, N‟gambo,
Miembeni, and Longuo. The Municipality accommodates 178,600 people. The major activities which are carried out in the Municipality are activities like housing, business, and trade.
Moshi‟s high population of 184, 292 as per 2012 Census are increasingly demanding safe and clean water as well as sewerage services. The performance of MUWASA is thus considered an important area for a study on the performance of urban water supply and sanitation authorities.
(iv) Morogoro
Morogoro Urban Water Supply and Sewerage Authority (MORUWASA) is to be found in
Morogoro municipality. Morogoro region is divided into seven districts namely Gairo,
Kilombero, Kilosa, Morogoro Urban, Morogoro Rural, Mvomero and Ulanga. The study is conducted in Morogoro Urban District. It covers 260 square kilometers (100 sq mi). It is bordered to the east and south by the Morogoro Rural District, to the north and west by
48 Mvomero district. It has four constituencies such as Morogoro-Kusini-Mashariki,
Morogoro Kusini, and Morogoro Mjini, and Mvomero. The district has nineteen wards called Bigwa, Boma, and Kichangani, Kihonda, Kilakala, and Kingo, Kingolwira,
Mafiga, and Mazimbu, Mbuyuni, Mji Kuu, and Mji Mpya, Mlimani, Mwembesongo, and
Mzinga, Sabasaba, Sultan Area, and Uwanja wa Ndege, and Uwanja wa Taifa. Morogoro
Urban District has a population of 228,863 people (URT, 2002).
Morogoro Urban Water Supply and Sewerage Authority (2010), consultancy service for detailed study, engineering design and preparation of tender documents for improvement of water and sewerage service for Morogoro municipality. The Morogoro municipality forms the urban centre which is the Morogoro region‟s headquarters. The urban centre is economically strategically located at the junction point of major roads from Dodoma and
Iringa to Dar es Salaam and Arusha. This section converses the characteristics of income, employment and major economic activities in the municipality and the whole region.
With favourable conditions to support the growth of variety economic activities of
Morogoro municipality which is endowed with a wide range of natural resources that could lead to the establishment of resource based industries. Such resources necessary for industrial development include various types of cash and food crops, minerals, and forest and bee products. The Region also possesses produces a variety of fruits including pineapples and oranges.
According to United Republic of Tanzania census of 1978, 1988, 2002 and 2012 the population in Morogoro were 74,114 people in 1978 and 315,646 people in 2011(Table
3.3).The size of Morogoro Municipality is 531 square kilometers. This area is the area under the MORUWASA‟s Jurisdiction.
49 3.5 Organization of the Field Survey Before the commencement of the field work, the researcher had a series of consultative meetings with the co-supervisors to share the study framework and methodology. This was followed up by mapping out the study area and selection of the sample frame. The recruitment of the research assistants (RAs) and their training followed. The researcher and the RAs carried out reconnaissance visits to MORUWASA that was to be used to carry out practical training for the RAs and to test the questionnaire. This preliminary exercise was necessary in order to ensure that the questions and the checklist prepared for the main survey as well as the gist of the study are well understood by both interviewers and the interviewees. MORUWASA belong to Morogoro urban water authority, it characteristics similar to those in the DAWASCO AND MUWSA urban water authorities hence expected to yield relevant results.
3.6 Sampling Procedures
3.6.1 Target Population
The target population is the entire set of units for which the survey data are to be used to make inferences. Thus, the target population defines those units for which the findings of the survey are meant to generalize. Target population must be specifically defined, as the definition determines whether sampled cases are eligible or ineligible for the study. In this study the target population constituted of all members of staff and customers in the three water and sanitation authorities of DAWASCO, MORUWASA AND MUWSA. This population OF the three water and sanitation authorities is so vast that is difficult to study it in its entirety –universality. It therefore becomes necessary to be broken down onto sub- populations of study population and sample size population. It is from this target population (the universe) that the study population and finally the study sample size were drawn.
50 3.6.2 Sampling Frame Although the sample frame was the three water and sanitation authorities, the final sample size analysis unit was the eligible individual men and women of the earmarked water authorities of the sample size. The sampling frame also known as study population for this study comprised of all staff and customers in the three authorities DAWASCO,
MORUWASA AND MUWSA.
3.6.3 Sampling Techniques for DAWASCO, MORUWASA and MUWSA The proposed study adopted sampling technique as proposed by Bailey (1994) who contends that the minimum sample should be at least 350 people from all the three urban water authorities of DAWASCO, MORUWASA AND MUWSA. Therefore, 350 respondents were selected from all the urban water authorities. The number of respondents selected were enough to provide sufficient information on how organizational performance through Human Resources Management can effectively be used to improve performance, particularly in the three urban water authorities.
(i) DAWASCO
Purposive sampling was used to select officials and random sampling was used to select customers. In DAWASCO 150 people were selected. The breakdown shows that managerial staffs were 14 people including one CEO, one commercial manager, one human resources & administration manager, one finance manager, one economic officer, one technical manager, one public relations officer, one data operations officer and six branch managers.
Concerning general staff, 41 people were selected which included two administrative officers, three technical staff, four commercial officers, four finance, and two staffs from
51 billing section and 21 people from the general cadre staff. There were four people from the head office new water connection, four people from head office sewerage operations staff, three people from head office and customer service staff.
The six branches of Dar es Salaam, six people were selected from customer service section, nine from new water connections, six people from billing staff, six people from operation staff, two people from corporation secretary/legal officer, and six people from branch managers. Similarly, there were 67 people randomly selected from the public in general in all the branches.
(ii) MORUWASA
In Morogoro Urban Water supply and Sewerage Authority, the total population was 100 people. Seven people were selected from Managerial Staff. The staffs were one
Managing Director, one staff was the Finance and Administration Manager, one
Commercial Manager, one Human Resources Officer, one Public Relation Officer, one
Technical Manager, and one staff was the Head Management Procurement Unit.
There were 23 Supporting Staff. Categorically, they included five people from
Maintenance Section, two people from Sewerage/Environmental Section, four people from Operations Section, four people from Data Collection Section , one staff was selected from Analysis/Computer Experts, three people from Customer Service Section, two people from Laboratory/Quality Section, one from Accounts Section.
There were 11 people selected from the General Staff. There were three people from new water connection section, three people from Sewerage connection, three from
Operation & Maintenance, one staff from new water connection, one staff from Sewerage connection and 59 customers.
52 (iii) MUWSA
In Moshi Urban Water supply and Sewerage Authority, 100 respondents were selected.
Seven respondents were selected from Managerial Staff. There was one Managing
Director, one Finance and Administration Manager, one Commercial Manager, one
Human Resources Officer, one Public Relation Officer, one Technical Manager, one staff from Head Management Procurement Unit. There were 23 respondents who were selected from Supporting Staff. Categorically, there were five people from Maintenance
Section, two people from Sewerage/Environmental Section, four people from Operations
Section, four people from Data Collection Section, one staff from
Analysis/Computer Expert, three people from Customer Service Section, two people from
Laboratory/Quality Section, two people from
From the accounts section 11 respondents were selected from the supporting staff. Three were three people selected from new water connection section, three from sewerage connection, three from operation & maintenance, one staff from New water connection, one staff from Sewerage connection and 59 respondents from customers.
At the ministerial level, three people were selected from Ministry of Finance and
Economic Affairs, three people from Policy Department, five people from the Ministry of
Water, two people from Policy Department, and three people from Commercial Water supply and Sewerage Department.
3.7 Sources of Data and Collection Methods and Instruments Quantitative and qualitative data were collected from two main sources, primary and secondary sources. Primary data from the field was collected through questionnaires,
Interviews, focus group discussions and direct observation. The details of data collection methods/techniques are given below:
53 3.7.1 Primary Data (i) Questionnaires: Questionnaires were also provided to respondents to obtain more detail with regard to contribution of urban water authorities in organizational performance through Human Resources Management in Tanzania. The questionnaire consisted of the organizational performance information from the respondents, organizational performance improvement initiatives, trend of organizational performance, various human resource management techniques used to improve organizational performance. Three sets of questionnaires were developed for the urban water authority‟s customers and officials responsible for DAWASCO, MORUWASA AND MUWSA.
Open-ended questionnaires were prepared to give respondents wide range their own opinions regarding the role and impact of organizational performance through Human
Resources Management in Tanzania while closed ended questionnaires were prepared to the well-being of Human Resources and customers and activities undertaken using urban water services in the three urban water authorities. This method was employed because it assured the researcher that questions are answered by the intended respondents hence improving the reliability of the data collected.
(ii) Direct Observation: The observation was also used in data collection. The researcher used a non participatory observation method as it enabled him to keep a naked eye on the organisation performance indicators of the respondents within three urban water authorities of DAWASCO, MORUWASA AND MUWSA. This approach is most likely to assist the researcher in collecting data in a “naturally” or “situational” or at least in a contextual setting.
54 (iii) Focus Group Discussions: Focus Group Discussions were carried out by groups of 5-10 people who shared certain characteristics which are relevant to organizational performance through Human Resources Management in Tanzania. Various ideas from each participant under discussion helped the researcher to get pertinent information for the study. Focus group discussion (FGD) was applied to obtain data and information about Human Resources Management in Tanzania. In-depth views and opinions
DAWASCO, MORUWASA AND MUWSA were collected. One FGD was conducted per each urban water authorities. A series of FGDs were conducted separately with both officials and urban water authorities. In addition, the case study helped in identifying the cases of success and failure of the three urban water authorities‟ and the reasons behind each case. Information was also collected through observation and informal conversations during field visits. The information collected through this method aimed at complementing, clarifying and validating the qualitative and quantitative data collected through questionnaire.
(iv) Interviews: This is the verbal face-to-face interaction between the researcher and
respondent. There are three forms of interviews namely, structured, semi-structured, and
unstructured Fontana and Frey (2005), but in this research, the researcher used both
structured and semi structured interview. Semi structured interview (SSI) was conducted
to collect information from customers and selected officials of the three urban water
authorities dealing provision of water and sanitation services of DAWASCO,
MORUWASA AND MUWSA. The structured interview mainly involved closed ended
questions to solicit information from the respondents and inviting free and open
discussion . The semi- structured interview was used to collect information from key
informant about organizational performance through Human Resources Management in
55 Tanzania. The interviewees were guided by the already prepared questionnaires
designed for different types of respondents. The researcher used questionnaires to
respondents to solicit their opinions and experience on the contribution of DAWASCO,
MORUWASA AND MUWSA in Tanzania. Some statements were provided to
respondents in the form of Likert Scale in order for them to agree or disagree with the
statement. The percentage distribution for these methods are as indicated in Table 3.2.
Table 3.2 shows a total of 350 respondents for all the three urban water authorities. The distribution of the respondents for the three urban water authorities was DAWASCO 150 whereby 50 respondents were men and 62 women, MORUWASA there were 100 respondents whereby 47 were men and 58 women while for MUWSA there were 48 men and 75 women respondents.
Table 3.2: Percentage Distribution of Data Collection Instruments’ Type for the three Urban Water Authorities of DAWASCO, MORUWASA AND MUWSA.
Categories Men Women Total l % % Questionnaires 160 135 294 84 Direct Observation 8 8 16 4.6 Five Focus Discussion Groups 15 15 30 8.6 Interviews 5 5 10 2.8 Total 187 163 350 100 Source: Field Data 2010
3.7.2 Secondary Data (i) Documentary review: Documents contain secondary data which are data already collected, analyzed and stored for public use. Most of the data were collected from already worked upon data which were traced through literature reviews. Secondary data were collected through documentary review of both published and unpublished materials/ documents like official reports, books and journals as well as searching from the internet
56 web sites. More information was gathered from DAWASCO, MORUWASA AND
MUWSA offices as well as from customers. Other sources of information were the three urban water authority‟s records which included individual and portfolio reports,
Management Information System (MIS) reports and progress reports. The documents from the DAWASCO, MORUWASA AND MUWSA offices helped the researcher to collect information to supplement information obtained from the primary sources. These documentary sources were useful for comparative purposes and cross checking. Using more than one collection instruments permitted the researcher to combine strengths and rectify some of the deficiencies of using only one source of data. Here is where the use of checklist was important.
3.8 Data processing
The processing of data was done manually by editing and coding the questionnaires and later on entered in the computer.
3.9 Data analysis
The study employed both quantitative and qualitative approaches in analysing the data.
The qualitative analysis helped to probe underlying issues and phenomena that were not readily apparent through quantitative analysis (Machakanja and Mamine, 1999).
The data collected from the field were processed and analysed using Statistical Packages for Social Sciences (SPSS) computer programme version 15.0.
The qualitative analysis method was used to get information that could not be obtained well with quantitative methods.
57 Quantitative data analysis was helpful in evaluation and it provided the study with quantifiable and easy to understand results. Quantitative data was analyzed in a variety of different ways. In this study, the most common used quantitative analysis were nominal to identify the sex of respondents (male or female) and ordinal to identify sample size total number of respondents or total males and females (Miles, et. al., 1994).
3.10 Data Validity and Reliability Data validity and reliability to be collected were ensured through training of interviewers, respondents‟ confidence building during the exercise of data collection (promises confidentiality of information provided, private interviewing), respondent care approach, probing for crosschecking, pre-testing of data collection tools, close follow-up of the interviewers during questionnaire administration, and a scientific editing of the questionnaire. What‟s more, the data collection tools were straight forward ensured by easily understood language used for both the questionnaire sheets and data collectors‟
Kiswahili language used for communication as well as user-friendly local interviewers, of whom three of them were ladies.
Various studies have said much on the degree of accuracy and reliability of data in most of the developing countries, including Tanzania, and how this can constrain the value of socio-economic research due to lack or inadequate records and reliance on recall (Casley and Lury, 1987; Kashuliza, 1994; Ndanshau, 1996). This study was not an exception and thus efforts were made to supplement quantitative data with qualitative data so as to minimize biases and distortions. Whenever possible, information gathered in the three urban water authorities of DAWASCO, MORUWASA AND MUWSA was counter checked at other possible sources. In this way, the degree of reliability and accuracy of data used were greatly enhanced.
58 3.11 Data presentation
The results of data analysis were presented in the form of text and tables.
59 CHAPTER FOUR
FINDINGS AND DISCUSSIONS
4.1 Introduction This chapter presents the research findings accompanied by an analysis of the data collected with respect to the performance of urban water supply and sanitation authorities through human resource management in Tanzania: a case of urban water supply and sanitation authorities of DAWASCO, MORUWASA AND MUWSA. The results presented are based on the information obtained from sample urban water authority respondents and analysed by using descriptive statistics analysis and cross tabulations. An examination was made on the general characteristics of situation and problems facing the three water authorities DAWASCO, MORUWASA AND MUWSA in relation to the research objectives and questions.
4.2 Urbanization and Population Growth in the study area The data were collected from the three urban water supply and sanitation authorities namely DAWASCO, MORUWASA AND MUWSA. The study revealed that the three authorities have been rapidly urbanizing due to rural-urban migration as indicated in Table
4.1.
Table 4.1: Population Growth in Three Urban Water Authorities
Water Authority Population Increase (% in brackets) 1978 1988 2002 2012 Dar es Salaam 843,090 517760(61.4) 1126438 (82.8) 1877725(75.5) Moshi 52,223 44615(85.4) 46961(48.5) 143799(15.3) Morogoro 74,114 43487 (58.7) 111262 (94.6) 86783 (37.9) Source: URT, 2012
60 Table 4.1 indicates that the population increase has been taking place in all the three urban water authorities of DAWASCO, MORUWASA AND MUWSA. The increase in percentage has been rapid in year 2002 which was 82.8 for Dar es Salaam and 94.6 for
Morogoro percent while in Moshi the increase was 85.4 percent in 1988 for Moshi. The high percentage of urbanization of the three authorities implies that high demand for water supply in the respective authorities. In respect of human resource management implies more effective and efficient management plans required to satisfy the water user‟s needs in the respective water supply and sanitation authorities.
4.3 Existing Organizational Performance Improvement Initiatives in the three Urban Water Authorities of DAWASCO, MORUWASA AND MUWSA
(i) Staff Recruitment Initiatives
Interviews, discussions, and physical observations demonstrated that the three water supply and sanitation slowly employed employees to improve staff performance.
Table 4.2: Employment Trends of DAWASCO, MORUWASA AND MUWSA
Year 2005 2006 2007 2008 2009 2010 DAWASCO 658 701 (6.5) 793(13.1) 897(13.1) 905(0.9) 1255(38.7) MORUWASA 137 145(5.8) 153(5.5) 164(7.2) 166(1.2) 179(7.8) MUWSA 129 132(2.3) 142(7.6) 146(2.8) 147(0.7) 153(4.1) Source: Field Survey, 2012
The DAWASA, MORUWASA, and MUWSA have been struggling to improve their performance through human resource management by recruiting more staff. Table 4.2 indicates that DAWASA staff recruitment increased from 6.5 percent in 2006 to 38.7 percent in 2010 which is 32.2 percentage points more compared to that of 2006 staff recruited. MORUWASA, and MUWSA had moderately recruited staff which ranged from 5.8 percent in 2006 to 7.8 percent in 2010 showing an increase of only 2 percentage
61 points while MUWSA had recruited 2.3 percent in 2006 to 7.8 percent in 2007 which was an increase of 5.3 percent higher compared to the rest of the years. This implies that there has been an improvement in human resource management to effectively improve urban water supply and sanitation services in the three authorities.
(ii) Staff Training Initiatives
. In order to obtain the required workforce, the human resource management officers set criteria for recruiting a suitable workforce. Key criteria include knowledge, skills, attitudes, and behavior as indicated in Table 4.3.
The results in table 4.3 show that all the three water authorities train their staff in various sections in both unskilled and skilled areas. The DAWASA, concentration of training for the whole period of five years (2006-2010) was on the area of business where it trained 70 unskilled and 11 skilled staff. The MORUWASA on the other hand concentrated more on the areas of business and technical where in business 72 skilled staff were trained where
64 were males and 8 were females while in technical 72 skilled staff were trained where
67 were males and 5 were females. This implies that the training initiatives for performance improvement were successfully done in the five years period. It further shows that more males than females were trained which may be attributed to the characteristics of most water supply physical works requirements. The MUWSA distributed its training in all sectors of finance, business technical and administration, whereby 49 (26 males, 23 females), 41 (20 males, 21 females), 62 (55 males, 7 females) and 62 (55 males, 7 females) were trained in skilled finance, business, technical and administration courses respectively.
62 Table 4.3: Categories of Trained Employees in the Tree Urban Water Authorities
Employment Trends in Dar Es Salaam Period Section Required Unskilled Skilled M F T M F T M F T 2006-2011 Finance 9 5 14 5 4 9 3 2 5 Business 47 34 81 19 51 70 7 4 11 Technical 7 5 12 0 7 7 3 2 5 Administration 4 2 6 0 0 0 4 2 6 Employment Trends in Moshi M F T M F T M F T 2006-2011 Finance 26 23 49 0 0 0 26 23 49 Business 20 21 41 0 0 0 20 21 41 Technical 55 7 62 0 0 0 55 7 62 Administration 55 7 62 0 0 0 55 7 62 Employment Trends in Morogoro 2006-2011 Finance 9 11 20 0 0 0 9 11 20 Business 64 8 72 0 0 0 64 8 72 Technical 67 5 72 0 0 0 67 5 72 Administration 0 0 0 0 0 0 0 0 0 Source: Field Survey, 2012
(iii) Performance Appraisal
Currently, the OPRAS is used in performance appraisal. Table 4.5 indicates the performance appraisal in all the three water authorities for the past five years has been done and the general improvement is clearly shown by the results. On average the performance has been improving from 75 percent in 2006 to 91 percent in 2010 in
DAWASA. In MORUWASA the average category has been increasing from 64 percent in
2006 to 92 percent in 2010. Again in MUWSA the average category has been increasing from 73 percent in 2006 t0 95 percent in 2010.
63 Table 4.4: Performance Appraisal for the Tree Urban Water Authorities
Authority
2006 2007 2008 2009 2010 T. Resposp 100 V. Good 5(5) 7(7) 5(5) 3(3) 3(3) Good 20(20) 13(13) 10(10) 12(12) 6(6) DAWASA Average 75 (75) 80(80) 85(85) 85(85) 91(91) 100 V. Good 4(4) 4(4) 3(3) 1(1) 1(1) Good 32(32) 33(33) 15(15) 19(19) 7(7) MORUWASA Average 64(64) 63(63) 72(72) 80(80) 92(92) 100 V. Good 7(7) 5(5) 4(4) 2(2) 1(1) Good 20(20) 31(31) 16(16) 9(9) 4(4) 73(73) 74(74) 80(80) 90(90) 95(95) MUWSA Average Source: Field Survey, 2012
The interview with the employees and the human resource management officers showed that the OPRAS has been deteriorating during the last five year period in all the three water authorities. This situation may have been attributed to by shortage of resources, for example working tools, transport facilities, and/or financial strengths. This implies that there are poor water and sanitation services to customers. Again, it may implicate poor revenue collection for the three water and sanitation authorities.
(iv) Promotion
Table 4.6 shows that promotion has been taking place in all the three water and sanitation authorities. In DAWASA promoted staff percentage has been decreasing from 25 percent in 2006 to 9 percent in 2010 while at the same time non promoted staff increased from 75 percent in 2006 to 91 percent in 2010. In MORUWASA, the promoted also decreased from 32 percent in 2006 to 8 percent in 2010 while the not promoted increased from 64 percent in 2006 to 92 percent in 2010. In MUWSA, the promoted decreased from 20
64 percent in 2006 to 5 percent in 2010, while the not promoted increased from 80percent in
2006 to 95 percent in 2010.
Table 4.5: Promotion of Employees in the Tree Urban Water Authorities
Authority
2006 2007 2008 2009 2010 T. Resposp 100 Promoted 25(25) 20(20) 15(15) 15(15) 9(9) DAWASA N. Promoted 75 (75) 80(80) 85(85) 85(85) 91(91) 100 Promoted 32(32) 33(33) 15(15) 20(20) 8(8) MORUWASA N. Promoted 64(64) 63(63) 72(72) 80(80) 92(92) 100 Promoted 20(20) 31(31) 20(20) 10(10) 5(5) N. Promoted MUWSA 80(80) 69(74) 80(80) 90(90) 95(95) Source: Field Survey, 2012
The result in Table 4.6 show that the promoted in all three water and sanitation authorities, the promoted staff have always proved to be fewer and decreasing during the last five years period. This imply that the three authorities have failed to satisfactorily motivate more staff for promotion of human resource management for efficiency of the authority‟s development.
(v) Communication
There are several ways through which an authority communicates with employees and customers. The urban water and sewerage authorities communicate through meetings, written announcements, letters, telephones, internet, newsletters, leaflets and radio and televisions. Communication increases transparency. Communication motivates employees. Through communication employees openly discuss work related issue with their human resource management officers thus clear doubts and contribute new ideas on how to make their work more efficient. Currently, the authority uses telephones and visits
65 to communicate. There is no information breakdown between employee, customers and management
(vi) Involvement
Full utilization of the staff improves the quality of the product and services, increase employment relations, creativity and flexibility. It also reduces production costs as a small team of employees produce more products at low operation costs. The study compared demand of water and sewerage services and supply so as to identify under utilization of the man power.
Visits in the three Urban Water and Sewerage Authority revealed that extent of involvement of employees depend on the nature of the work and job description.
Mechanics, for instance, are fully involved when there are more cars needing services.
Minimum loitering of officials described that the staffs are fully involved. In general in
Morogoro Urban Water and Sewerage Authority the staffs are not fully involved in the daily activities.
(vii) Participation in Decision Making
Employees and customers participate both in decision making and implementation of the routines of the authority. Participation in decision making and implementation of the objectives of the authority increase awareness, willingness and ownership. The employees own strategies thus are willing to use their creativity to accomplish the goals. Participation puts the actors satisfied. Interviews with the managerial staff, supporting staff, and common staff and customers showed that ideally the authority implement the concept of participation. However, practically the concept does not feature at all levels.
66 4.4 The Trend of Organizational Performance of Urban Water Authorities of DAWASCO, MORUWASA AND MUWSA (i) Trend of Urban Water Authorities in DAWASCO, MORUWASA and
MUWSA
This section discuses demand and supply of water the three urban water and sanitation authorities of DAWASCO, MORUWASA and MUWSA since 1978 to 2012 for domestic, institutional, commercial, industrial, and kiosks customers as earlier indicated in Table
3.1. Table 3.1 shows that the population of Dar es Salaam city has been increasing from
843,090 people in the year 1978 to 4,364,541 people in the year 2012. At the same time the demand of water supply increased from 10,370,007 Cubic meters in 1978 to Cubic meters 53,683,854 in the year 2012. However, the supply of water showed a deficit of
Cubic meters 2,903,602 (28), 4,519,383 (27), 8,260,284 (27) and 1,194,746 (22) for the years 1978, 1988, 2002 and 2012 respectively. This deficit is mainly caused by the high increase of population, 3,521,451 people increase for a period of 40 years compared to the low development of water infrastructure of DAWASCO.
67 Table 4.6: Water Demand and Supply in DAWASCO, MORUWASA and MUWSA
Item 1978 1988 2002 2012 DAWASCO Population (People) 843,090 1,360,850 2,487,288 4,364,541 Demand (Cubic meters) 10,370,007 16,738,455 30,593,642 53,683,854 Supply (Cubic meters) 7,466,405 12,219,072 22,333,358 41,739,108 Deficit (Cubic meters) 2,903,602 (28) 4,519,383 (27) 8,260,284 (27) 1,194,746 (22) MORUWASA Population (People) 74,114 117,601 228,863 315,646 Demand (Cubic meters) 911,602 1,446,492 2,815,015 3,882,446 Supply (Cubic meters) 437,569 723,246 1,942,360 3,249,867 Deficit (Cubic meters) 867,837 (95) 723,246 (50) 872,655 (31) 632,579(16 MUWSA Population (People) 52,223 96,838 143,799 165,823 Demand (Cubic meters) 642,342 1,191,107 1,768,728 2,039,623 Supply (Cubic meters) 411,099 882,441 1,344,233 1,529,717 Deficit (Cubic meters) 23,033 (4) 308,666 (26) 424,495 (24) 509,908 (25) Source: Water supply and sanitation reports 1978-2012
The population of Morogoro Municipal Council has been increasing from 52,223 people in the year 1978 to 315,646 people in the year 2012. At the same time the demand of water supply increased from 911,602 Cubic meters in 1978 to Cubic meters 3,882,446 in the year 2012. However, the supply of water showed a deficit of Cubic meters 867,837 (95),
723,246 (50), 872,655 (31) and 632,579(16) for the years 1978, 1988, 2002 and 2012 respectively. This deficit is mainly caused by the high increase of population, 241,532 people increase for a period of 40 years compared to the low development of water infrastructure of MORUWASA while the water sauces on the other hand remained unchanged.
The population of Moshi Municipal Council has been increasing from 74,114 people in the year 1978 to 165,823 people in the year 2012. At the same time the demand of water
68 supply increased from 642,342 Cubic meters in 1978 to Cubic meters 2,039,623 in the year 2012. However, the supply of water showed a deficit of Cubic meters 23,033 (4),
308,666 (26), 424,495 (24 ) and 509,908 (25) for the years 1978, 1988, 2002 and 2012 respectively. This deficit is mainly caused by the high increase of population, 241,532 people increase for a period of 40 years compared to the low development of water infrastructure of MUWSA while the water sauces on the other hand remained unchanged.
This situation was aggravated by environmental degradation and deforestation which make most water sources become dry.
(ii) Knowledge on Work Design
According to the results in Table 4.4 concerning knowledge of staff on work design for the past five years in all the three authorities show that it has been increasing on average.
Specifically in DAWASA, design knowledge trend has increased from 72 percent in 2006 to 77 percent in 2010. The MORUWASA show that the trend has been rising from the low
55 percent in 2006 to the highest 79 percent in 2010. The MUWSA on the other hand showed the increase from 63 percent in 2006 to 82 percent in 2010. In this sense the staff lack of knowledge on design has been decreasing in all the three water and sanitation authorities. In DAWASA it decreased from 28 percent in 2006 to 23 percent in 2010, in
MORUWASA it decreased from 45 percent in 2006 to 21 percent in 2010 and in
MUWSA it decreased from 47 percent in 2006 to 18 percent in 2010.
69 Table 4.7: Knowledge on Work Design
08
Authority
2006 2007 20 2009 2010 T. Resposp 118 Yes 85 (72) 75(64) 80(68) 85(72) 91(77) DAWASA No 33(28) 25(36) 20(32) 15(28) 19(23) 116 Yes 64(55) 63(54) 72(62) 80(69) 92(79) MORUWASA No 52(45) 53(46) 46(48) 36(31) 24(21) 116 Yes 73(63) 74(64) 80(69) 90(76) 95(82) MUWSA No 43(47) 42(36) 36(31) 26(24) 21(18) Source: Field Survey, 2012
The results in Table 4.4 imply that the increase of knowledge design will have a positive result to the three water and sanitation authorities‟ performance through human resource management
(iii) Human Resource Managers’ Capability
Performance of an authority depends on the human resource managers‟ capability. For instance, the capability of the managers in planning, mobilization of resources, and coordination of implementation and evaluation play a big role in the performance of water supply and sanitation authorities. During the interviews and physical observation, the human resource managers‟ capability was assessed.
In Moshi, the interviews, discussions and physical observations confirmed that the ability of the human resource managers is moderate. The shortfall is seen in planning, mobilization of resources, use of resources particularly the human resources, coordination of implementation and their participation in evaluation of the implementation of the strategies of the authorities.
70 Interviews with the respondents in Morogoro on the human resource managers‟ capability pointed out that the managers have different capabilities in planning, mobilization of resources, coordinating implementation of the strategies and evaluation of implementation. For example, 65 respondents (91.5 percent) out of 71 respondents reported that the managers are not actively mobilizing resources.
(iv) Top Managers’ Ability and Support
The performance of the authority depends largely on the supports. The support also depends on the capability of the mangers to mobilize resources. During the study it was proved that the ability of the managers in mobilizing resources is low. Consequently, low supports and few investments in projects.
Interviews and discussions with the management team at Moshi as well to other employee‟s unveiled low ability to mobilize resource as a result the managers are unable to support their authorities.
In Morogoro, discussions and interviews with respondents showed that the Morogoro water and sewerage authority has shortage of resources. Shortage of resources reflects low ability of the managers in mobilization of resources and distribution to the authority.
4.5 The Various Human Resource Management Techniques Used to Improve Organizational Performance (i) Staff Retention Technique
Table 4.7 shows the staff retention technique results of the three water and sanitation authorities of DAWASA, MORUWASA and MUWSA for the year 2012. Retention of employees indicates success of the human resource management policies. In this study it was used to assess human resource management outputs. Comparison between the number
71 of employees recruited and those leaving the authority looking for green pasture elsewhere shown in Table 4.7 were decreasing with time retention period increase.
The retention technique in all the three water and sanitation authorities indicate that shorter periods of retention, for instance from 0-5 years retain more staff (44 percent) compared to long term periods of 16-20 and 36 and above that have 8 and 0.8 percent respectively in DAWASA. In MORUWASA, the retention of staff for shorter periods of
0-5 were high (32 percent), compared to long terms of between 16-20 and 36 and above that have 10 and 4 percent respectively. In MUWSA, the results show that short term retention schemes of 0-5 years had high percentage (31) of staff compared with the longer ones of 36 years and above which show only 4 percent.
Table 4.8: Staff Retention Technique
Duration DAWASA MORUWASA MUWSA (Years) Respondents % Respondents % Respondents % 0-5 51 44.4 23 32.4 31 31.3 6-10 21 18.3 15 21.1 23 23.2 11-15 18 15.7 10 14.1 16 16.2 16-20 10 8.7 7 9.9 7 7.1 21-25 6 5.2 8 11.3 9 9.1 26-30 6 5.2 5 7.0 4 4.0 31-35 2 1.7 3 4.2 5 5.1 36 and above 1 0.8 0 0.0 4 4.0 Total 115 100 71 100 99 100 Source: Field Survey, 2012
72 (ii) Incentives
Discussions and interviews revealed that authority provides monetary and non-monetary incentives to motivate performance of employees. The authority promise employees monetary incentives like wage improvement, wage increment, and transport allowance, housing allowance and health insurance allowance and non-monetary incentives such as recognition of best workers and routine job promotion (Table 4.8).
Table 4.9: Provision of Incentives 2005-2010
Incentives DAWASA MORUWASA MUWSA Wage improvement 4(45) 4(45) 4(45) Wage increment 2(70) 2(70) 2(70) Transport 4(45) 4(45) 4(45) Housing allowance 4(45) 4(45) 4(45) Health allowance 5(25) 5(25) 5(25) Best workers 3(55) 4(45) 3(55) Promotion 4(45) 4(45) 4(45) Source: Field Survey, 2012
Criteria used and their values in brackets were Very Good (1 = 75-100%), Good (2 = 74-
65%), Satisfactory (3 = 64-50%), Weak (4 = 49-30%), Unsatisfactory (5 = 29-0%).
Interviews and discussions confirmed that many employees do not get both monetary and non monetary incentives as indicated in table 4.8. This may be attributed to by shortage of financial and other resources.
Generally, human resource management practices were assessed as very good, good satisfactory, weak and unsatisfactory. All authorities scored satisfactory in human resource management.
73 Criteria used and their values in brackets were Very Good (1 = 75-100%), Good (2 = 74-
65%), Satisfactory (3 = 64-50%), Weak (4 = 49-30%), Unsatisfactory (5 = 29-0%).
Interviews, discussions, and physical observations indicated that a number of wrong practices indicate that the human resource management has not satisfactorily contributed to the improvement of performance of the water supply and sanitation authorities of
DAWASA, MORUWASA and MUWSA.
Table 4.10: Human Resource Management Practices
Criterion Indicator Authority HRM factors DAWASA MUWSA MORUWASA Recruitment 3(50) 3(50) 3(50) Training 4(40) 4(40) 3(50) Work design 3(50) 3(50) 3(50) Performance appraisal 3(50) 3(50) 3(50) Compensation 3(50) 3(50) 3(50) Promotion 3(50) 3(50) 3(50) Incentives 2(68) 3(50) 2(68) Communication 3(50) 3(50) 3(50) Involvement 3(50) 3(50) 3(50) Decision making 3(50) 3(50) 3(50) Investment 3(50) 3(50) 3(50) Source: Field survey 2012
4.6 New Technology Development Strategy Plan Implementation to Enhance Organization Performance (i). Recruitment Qualified Staff
One of the identified limitations of organisation performance through human resource management was the low use of modern technology in their daily activities in the three urban water authorities of DAWASA, MORUWASA and MUWSA.
74 The three urban water authorities of DAWASA, MORUWASA and MUWSA, therefore need to recruit qualified staff that will be capable to meet the new challenge requirements of the new technology in order to achieve the objectives of enhancing organisation performance through human resource management.
(ii) Training of existing staff
The three urban water authorities of DAWASA, MORUWASA and MUWSA are already having old existing staffs that are executing the daily organizations‟ activities. In order to meet the new challenge requirements of the new technology, these staffs need to be trained on the new technology requirements of water and sanitation services that include human resource management, new water and sanitation technology like operation of modern water supply facilities –computer, water supply follow up map reading and transport facilities operations to facilitate and improve their daily activities.
(iii) Replacement of old with new technology
The three urban water authorities of DAWASA, MORUWASA and MUWSA are still using the outdated and obsolete technology of for instance manual meter reading which takes much time, many staffs and hence high operations cost incurred. This state of affairs results into weak organization performance through human resource management.
In order to be modern, up-to-date cost effective and efficient the three urban water authorities have to apply new technology of say LUKU meters and cards which will solve the problem of having many staffs doing the activity of bill meter reading. This reduces the problem of over invoicing and/or under invoicing as well as elimination of bribery problem.
75 Computer application for detecting infrastructural system problems like those of water leakages, water network pipe bursts and pump breakdowns. This technology will reduce staffs‟ time wasted, easily reduce the currently long time taken to detect defect occurrence and reduce the large amount of fuel consumed to trace the problems to ensure organization performance through human resource in three urban water authorities of
DAWASA, MORUWASA and MUWSA and Tanzania at large.
4.7 Discussions of the Findings The findings show that the population increase has been taking place in all the three urban water authorities of DAWASCO, MORUWASA AND MUWSA. The high percentage of urbanization of the three authorities implies that high demand for water supply in the respective authorities. In respect of human resource management implies more effective and efficient management plans are required to satisfy the water user‟s needs in the respective water supply and sanitation authorities.
In respect of training the staffs in all the three water authorities in various sections in staffs were trained both unskilled and skilled areas. The DAWASA, concentration of training for the whole period of five years (2006-2010) was on the area of business. The
MORUWASA on the other hand concentrated more on the areas of business and technical aspects. The MUWSA distributed its training in all sectors of finance, business technical and administration.
In DAWASA promoted staff percentage has been decreasing from 25 percent in 2006 to 9 percent in 2010. In MORUWASA, the number of those promoted also decreased from 32 percent in 2006 to 8 percent in 2010 and in MUWSA, the number of staff promoted decreased from 20 percent in 2006 to 5 percent in 2010. The number of promoted staff in
76 all three water and sanitation authorities have always proved to be fewer and decreasing during the last five years period. This imply that the three authorities have failed to satisfactorily motivate more staff for promotion of human resource management for efficiency of the authorities‟ development.
The population of Dar es Salaam city has been increasing from 843,090 people in the year
1978 to 4,364,541 people in the year 2012 while same time the demand of water supply increased from 10,370,007 Cubic meters in 1978 to Cubic meters 53,683,854 in the year
2012. However, the supply of water showed a deficit of Cubic meters 2,903,602 (28),
4,519,383 (27), 8,260,284 (27) and 1,194,746 (22) for the years 1978, 1988, 2002 and
2012 respectively. This deficit is mainly caused by the high increase of population,
3,521,451 people increase for a period of 40 years compared to the low development of water infrastructure of DAWASCO.
The Morogoro Municipal Council population has been increasing from 52,223 people in the year 1978 to 315,646 people in the year 2012. The demand of water supply increased from
911,602 Cubic meters in 1978 to Cubic meters 3,882,446 in the year 2012. The supply of water instead showed a deficit of Cubic meters 867,837 (95), 723,246 (50), 872,655 (31) and 632,579(16) for the years 1978, 1988, 2002 and 2012 respectively. This deficit is mainly caused by the high increase of population, 241,532 people increase for a period of
40 years compared to the low development of water infrastructure of MORUWASA while the water sauces on the other hand remained unchanged.
During the same period the population of Moshi Municipal Council has been increasing from 74,114 people in the year 1978 to 165,823 people in the year 2012. At the same time the demand of water supply increased from 642,342 Cubic meters in 1978 to Cubic meters
77 2,039,623 in the year 2012. Instead, the supply of water showed a deficit of Cubic meters
23,033 (4), 308,666 (26), 424,495 (24 ) and 509,908 (25) for the years 1978, 1988, 2002 and 2012 respectively. This deficit is mainly caused by the high increase of population,
241,532 people increase for a period of 40 years compared to the low development of water infrastructure of MUWSA while the water sauces on the other hand remained unchanged. This situation was aggravated by environmental degradation and deforestation which make most water sources in the area become dry and cause the drought to the effect of lack of sufficient water availability.
In terms of knowledge on work design staff lack of knowledge has been decreasing in all the three water and sanitation authorities. In DAWASA it decreased from 28 percent in
2006 to 23 percent in 2010, in MORUWASA it decreased from 45 percent in 2006 to 21 percent in 2010 and in MUWSA it decreased from 47 percent in 2006 to 18 percent in
2010. These results imply that the increase of knowledge design will have a positive result to the three water and sanitation authorities‟ performance through human resource management
One among the various human resource management techniques used to improve organizational performance was the retention technique in all the three water and sanitation authorities. Results indicate that shorter periods of retention, for instance from
0-5 years retain more staff (44 percent) compared to long term periods of 16-20 and 36 and above that have 8 and 0.8 percent respectively in DAWASA. In MORUWASA, the retention of staff for shorter periods of 0-5 were high (32 percent), compared to long terms of between 16-20 and 36 and above that have 10 and 4 percent respectively. In MUWSA,
78 the results show that short term retention schemes of 0-5 years had high percentage (31) of staff compared with the longer ones of 36 years and above which show only 4 percent.
Human resource management practices were assessed. Criteria used and their values in brackets were Very Good (1 = 75-100%), Good (2 = 74-65%), Satisfactory (3 = 64-50%),
Weak (4 = 49-30%), Unsatisfactory (5 = 29-0%). Interviews, discussions, and physical observations indicated that a number of wrong practices indicate that the human resource management has satisfactorily contributed to the improvement of performance of the water supply and sanitation authorities of DAWASA, MORUWASA and MUWSA.
In order to achieve organization performance through human resource management the following should be implemented by the three urban water authorities DAWASA,
MORUWASA and MUWSA and generally applied to water authorities in Tanzania.
(i) Recruit qualified staff that will be capable to meet the new challenge
requirements of the new technology in order to achieve the objectives of
enhancing organisation performance through human resource management.
(ii) In order to meet the new challenge requirements of the new technology, the
existing staffs need to be trained on the new technology requirements of
water and sanitation services that include human resource management, new
water and sanitation technology like operation of modern water supply
facilities –computer, water supply follow up map reading and transport
facilities operations to facilitate and improve their daily activities.
79 (iii) In order to be modern, up-to-date cost effective and efficient the three urban
water authorities have to apply new technology of say LUKU meters and
cards which will solve the problem of having many staffs doing the activity
of bill meter reading. This reduces the problem of over invoicing and/or
under invoicing as well as elimination of bribery problem.
Computer application for detecting infrastructural system problems like
those of water leakages, water network pipe bursts and pump breakdowns.
This technology will reduce staffs‟ time wasted, easily reduce the currently
long time taken to detect occurrence and reduce the large amount of fuel
consumed to trace the problems to ensure organization performance
through human resource in three urban water authorities of DAWASA,
MORUWASA and MUWSA and Tanzania at large.
80 CHAPTER FIVE
CONCLUSION AND RECOMMENDATIONS
5.1 Introduction This chapter presents conclusion and recommendations of the research findings. The conclusion and recommendations are based on the specific objectives and research questions findings.
5.2 Conclusion Following the findings of this study it may be concluded that various organizational performance factors through human resource management contribute to the improvement of urban water and sanitation service provision improvement for DAWASCO,
MORUWASA AND MUWSA. The most significant improvement factors have the characteristics of staff motivational incentives, personnel management aspects and organisational oriented aspects, managerial capabilities and organisational internal and external environment factors. These factors are summarized as per specific objective hereunder.
The first specific objective was to examine achievable organizational performance improvement initiatives of urban water supply and sanitation in the three urban water authorities of DAWASCO, MORUWASA and MUWSA. The findings of the study indicate that existing organizational performance improvement initiatives in the three urban water authorities of DAWASCO, MORUWASA AND MUWSA were slow in organizations‟ staff recruitment a state which is unfavorable as it could hinder the intended organisation performance through human resource management and should be avoided.
DAWASCO staff recruitment by 32.2 percentage points more in year 2010 compared to
81 that of year 2006, MORUWASA had moderately increased by 2 percentage points while
MUWSA increased by 5.3 percent points by year 2010 higher compared to that of year
2006. This implies that there has been an increase in personnel recruitment in recent years for purposes of increasing urban water supply and sanitation personnel in the three authorities. This state of affairs promise improvement of water supply and sanitation services in three urban water authorities if the recruitment is competence based.
The second objective was to determine the trend of organizational performance for the last five years in relation to expected performance of urban water supply and sanitation in the three urban water authorities of DAWASCO, MORUWASA and MUWSA.
The study findings show that the population of Dar es Salaam city has been substantially increasing from 843,090 people in the year 1978 to 4,364,541 people in the year 2012.
Demand of water supply increased from 10,370,007 Cubic meters in 1978 to Cubic meters
53,683,854 in the year 2012. However, the supply of water showed a deficit of up to Cubic meters 1,194,746 (22) for the 2012. This deficit is mainly caused by the high increase of population, 3,521,451 people increase for a period of 40 years compared to the low development of water infrastructure of DAWASCO.
The population of Morogoro Municipal Council has been increasing from 52,223 to 315,646 people in the year 2012, while the demand of water supply increased from 911,602 Cubic meters up to Cubic meters 3,882,446 in the year 2012. The supply of water instead showed a deficit of up to Cubic meters 632,579(16) in year 2012. This deficit is mainly caused by the high increase of population, 241,532 people increase for a period of 40 years compared to the low development of water infrastructure of MORUWASA while the water sauces on the other hand remained unchanged.
The population of Moshi Municipal Council has been increasing from 74,114 to 165,823 people in the year 2012. The demand of water supply increased from 642,342 up to Cubic
82 meters 2,039,623 in the year 2012. The supply of water instead showed a deficit of up to
Cubic meters 509,908 (25) for the year 2012. This deficit is mainly caused by the high increase of population, 241,532 people increase for a period of 40 years compared to the low development of water infrastructure of MUWSA while the water sauces on the other hand remained unchanged. This situation was aggravated by environmental degradation and deforestation which make most water sources become dry.
Regarding knowledge of staff on work design for the past five years, all the three authorities show that on average it has been increasing. Specifically in DAWASCO,
MORUWASA and MUWSA design knowledge trend has increased to 72, 79 and 82 percent in 2010. In this sense the staff lack of knowledge on design has been decreasing in all the three water and sanitation authorities. These results imply that the increase of knowledge design will have a positive result to the three water and sanitation authorities‟ performance through human resource management
The third objective was to examine how various human resource management techniques can be used to improve organizational performance of urban water supply and sanitation in the three authorities of DAWASCO, MORUWASA and MUWSA.
From the study findings it was revealed that the various human resource management techniques to improve organizational performance of urban water supply and sanitation in the three authorities were applied. Some of the techniques used to improve organizations‟ performance include retention, promotion, training and recruitment. Retention for example, shorter retention periods of staffs of 0-5 years retained more staff: 44, and 31 percent while longer periods retained fewer staffs 0.8 10 and 4 percent for the three urban water authorities respectively. The results show that short term retention schemes of 0-5 years had high
83 percentage of staff compared with the longer ones of 36 years and above which show only
4 percent.
These study results show low organizations‟ performance in all the three urban water authorities, which needs to be improved for better outcomes. To rescue the existing situation is to implement a new strategy plan in all the three urban water authorities which include among others, skilled staffs recruitment, replacement of old technology by new ones like manual meter reading to the use of LUKU. This improvement is expected to reduce activities and operational costs thereby improve organizations‟ performance.
5.3 Recommendations In order to improve organizational performance through human resource management of urban water authorities in Tanzania the following are recommended:
Slow organizations‟ staffs‟ recruitment is an unfavorable state of affairs as it could hinder the intended organisation performance through human resource management and should be avoided. It is recommended that the three urban water authorities should apply competence based staff recruitment that will be capable to meet the new challenge requirements of the new technology in order to achieve the objectives of enhancing organisation performance through human resource management. This is a long term plan and is to be implemented by all social service development agencies, water development agencies like DAWASCO, MORUWASA AND MUWSA, as well as the government of
Tanzania.
The trend of organizational performance for the last five years in relation to population increase has been and will inevitably continue to negatively affect the urban water supply and sanitation in the three urban water authorities of DAWASCO, MORUWASA and
84 MUWSA and Tanzania at large if the water system infrastructure remain unchanged or moves slowly in its expansion. To harmonize this situation it is recommended that the three urban water authorities should make their own efforts to pull together their existing scarce resources and prioritization on expansion and strengthening the water infrastructure system to match the rapid population growth and high water consumption.
In addition, the government of the United Republic of Tanzania together with other water agencies should support the exercise for achieving the improvement of equitable water service provision. This should be a short, medium and long term plan involving quick wins, done by the respective water authorities, water agencies and the government.
These study results show low organizations‟ performance in all the three urban water authorities, which needs to be improved for better outcomes. To rescue the existing situation it is recommended that a new strategy plan in all the three urban water authorities which include among others, skilled staffs recruitment, replacement of old technology by new ones like manual meter reading to the use of LUKU should be implemented.
This improvement is expected to reduce activities and operational costs thereby improve organizations‟ performance by implementing short, medium and long term plans, done by the three urban water authorities of DAWASCO, MORUWASA and MUWSA. Water development agencies, the Tanzania government and other stakeholders like World Bank,
Africa Development Bank (ADB), German Tanzania Development Agency (GTZ) should support the efforts.
One of the identified limitations of organisation performance through human resource management was the low use of modern technology in their daily activities in of
DAWASCO, MORUWASA and MUWSA of DAWASA, MORUWASA and MUWSA.
85 The three urban water authorities of DAWASA, MORUWASA and MUWSA, therefore need to recruit qualified staff that will be capable to meet the new challenge requirements of the new technology in order to achieve the objectives of enhancing organisation performance through human resource management. This is a short and medium term implementation plan, to be done by the respective of DAWASCO, MORUWASA and
MUWSA whenever need arise.
The three urban water authorities of DAWASA, MORUWASA and MUWSA are already having old existing staffs that are executing the daily organizations‟ activities. To meet the new challenge requirements of the new technology, these staffs need to be trained on the new technology requirements of water and sanitation services that include human resource management, new water and sanitation technology like operation of modern water supply facilities –computer, water supply follow up map reading and transport facilities operations to facilitate and improve their daily activities. This is a medium term plan to be implemented by the three respective urban water authorities and supported by the government of Tanzania.
The three urban water authorities of DAWASA, MORUWASA and MUWSA continue to use outdated and obsolete technology, for instance manual meter reading which takes much time, many staffs and hence high operations cost incurred. This state of affairs results into weak organization performance through human resource management. In order to be modern, up-to-date cost effective and efficient it is recommended that the three urban water authorities have to apply new technology of say LUKU meters and cards which will solve the problem of having many staffs doing the activity of bill meter
86 reading. This reduces the problem of over invoicing and/or under invoicing as well as elimination of bribery problem.
Computer application for detecting infrastructural system problems like those of water leakages, water network pipe bursts and pump breakdowns. This technology will reduce staffs‟ time wasted, easily reduce the currently long time taken to detect defect occurrence and reduce the large amount of fuel consumed to trace the problems to ensure organization performance through human resource in three urban water authorities of DAWASA,
MORUWASA and MUWSA and Tanzania at large. It is a long term plan to be supported by the government of Tanzania and other international agencies like ADB, WB, IMF.
In order to improve organisational performance the levels of satisfaction, commitment and motivation are among areas to be improved. It was found that skills, attitudes, and behavior have linkages with the relationship between HRM policies and organisational performance. An employee who is motivated works hard to fulfill his/her responsibility which in turn improves performance of the water supply and sanitation authorities. It is obvious that provision of incentives is within the capacity of the human resource management officers. First, the water supply and sanitation authorities must propose monetary and non-monetary incentives.
It is recommended that the human resource management officers must prepare a strategic plan for provision of incentives. Implementation of the plan commences with provision of non monetary incentives as a short strategy. To provide monetary incentives, the strategy starts by improving revenue collection. Sufficient collection of revenue is crucial in the provision of monetary incentives, office equipment, and water supply and sanitary
87 infrastructure. In so doing, staffs of the water supply and sanitation authorities will be motivated and increase their performance. It is a short and medium term plans to be implemented by the three respective urban water authorities of DAWASA, MORUWASA and MUWSA and all urban water authorities of Tanzania.
5.4 Areas for Further Research The following are worthy areas for conducting further research in the area of improvement of performance of water supply and sanitation authorities:
1. Exploratory studies on establishment of rural water authorities. This is of critical
importance as the majority of Tanzania‟s population live in rural areas, and the
demand for water services is just as great if not greater in rural areas.
2. The challenge of ensuring the right to clean and safe water requires further
research, particularly, what should be done to revise existing water laws and
regulations some of which have been in existence since the colonial era as far
back as 1936.
3. Further research is also needed on how to improve the existing water network
infrastructure to cope with the current rapid population in urban centres.
4. Another area calling for further research is improvement of urban water supply
and sanitation authorities through private-public partnership. This is in light with
rising costs of running water authorities.
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94 APPENDICES APPENDIX 1
THE UNIVERSITY OF DODOMA (UDOM)
DEPARTMENT OF BUSINESS AND STATISTICS
SCHOOL OF SOCIAL SCIENCE
OFFICIAL QUESTIONNAIRE FOR SECTIONAL HEADS
NAME POSITION NAME OF AUTHORITY DEPARTMENT SECTION PLACE GENDER DATE TEL NO MOBILE NO
The aim of this study is to understand the relationship between “the roles of human resources management and organizational performance in the three water utilities in Moshi and Morogoro municipalities and Dar es Salaam city”. So, we are pleased to inform you that you have been selected purposively to represent other respondents. Moreover, we inform you that we value data and information from you and promise you and the water utility management that the data and information will be kept confidential and used for academic purposes.
95 1. For how long have you worked with water utility?......
2. What is the existing water utility performance improvement initiatives
implemented in the past five years?
3.
Initiative Salary improvement ( ) Salary increment ( ) Improve salary to meet current basic needs ( ) Pay in time arrears ( ) Provident Pay in time provident payments ( ) Allowances Housing ( ) Transport ( ) Over time ( ) Health ( ) Hardship ( ) Annual leave ( ) Special payment to best and innovative workers ( ) Transfer allowances ( ) Assets Staff quarters ( ) Offices ( ) Furniture ( ) Machine ( ) Vehicles ( ) Motor cycles ( ) Bicycles ( ) Geographic Positioning System (GPS) ( ) Technology Geographic Information System ( ) Others (Specify) ( )
96 (i) ( ) (ii) ( ) (iii) ( ) (iv) ( ) (v) ( )
4. How did each initiative contributed to improved performance in your section?
Contribution (i) (ii) (iii) (iv) (v)
5. What else do you think should be done to improve the water utility performance?
Strategy (i) (ii) (iii) (iv) (v) 6. How the following human resource management techniques can be used in your
section to improve the water utility performance?
Techniques Application ) Participatory planning Capacity building Delegation of power Changing in technology Team work Employees meeting OPRAS (Evaluation)
97 Dispute settlement sessions Use of labour laws Counseling Others (Specify) 7. What should be done to improve customer service and public relation?
Customer services (i) (ii) (iii) (iv) (v) Public Relation (i) (ii) (iii) (iv) (v)
8. Which are most desired incentives in your section?
(i) (ii) (iii) (iv) (v)
9. How are you satisfied with performance improvement initiatives provided by the
water utility in the past five years?
Initiative Excellent Good Average Poor Salary improvement Salary increment
98 Improve salary to meet current basic needs Pay in time arrears Provident Pay in time provident payments Allowances Housing Transport Over time Health Hardship Annual leave Special payment to best and innovative workers Transfer allowances Assets Staff quarters Offices Furniture Machine Vehicles Motor cycles Bicycles Geographic Positioning System (GPS) Technology Geographic Information System Others (Specify) (i) (ii) (iii) (iv) (v) 10. How do you rate the impact of incentives to overall water utility performance?
Level of Satisfaction
99 (i) Most satisfactory ( ) (ii) More satisfactory ( ) (iii) Satisfactory ( ) (iv) Unsatisfactory ( )
11. What challenges the water utility face in improving its performance?
Challenge (i) (ii) (iii) (iv)
12. What opportunities the water utility has in improving its performance?
Opportunity (i) (ii) (iii) (iv) THANK YOU FOR YOUR COOPERATION
100 APPENDIX B
THE UNIVERSITY OF DODOMA (UDOM)
DEPARTMENT OF BUSINESS AND STATISTICS
SCHOOL OF SOCIAL SCIENCE
OFFICIAL QUESTIONNAIRE FOR COMMON CADRE STAFF:
-PLUMBERS
-METRE READERS
-OFFICE SUPERVISORS
-CUSTOMER SERVICE STAFF
-ACCOUNTS STAFF
-BILLING STAFF
NAME POSITION NAME OF AUTHORITY DEPARTMENT SECTION PLACE GENDER DATE TEL NO MOBILE NO QUESTIONNAIRE NO.
101 The aim of this study is to understand the relationship between “the roles of human resources management and organizational performance in the three water utilities in Moshi and Morogoro municipalities and Dar es Salaam city”. So, we are pleased to inform you that you have been selected purposively to represent other respondents. Moreover, we inform you that we value data and information from you and promise you and the water utility management that the data and information will be kept confidential and used for academic purposes.
13. For how long have you worked with water utility?......
14. Which of the following initiatives have been implemented by the water utility as a
strategy to improve performance in the past five years?
Initiative Salary improvement ( ) Salary increment ( ) Improve salary to meet current basic needs ( ) Pay in time arrears ( ) Provident Pay in time provident payments ( ) Allowances Housing ( ) Transport ( ) Over time ( ) Health ( ) Hardship ( ) Annual leave ( ) Special payment to best and innovative workers ( ) Transfer allowances ( )
102 Assets Staff quarters ( ) Offices ( ) Furniture ( ) Machine ( ) Vehicles ( ) Motor cycles ( ) Bicycles ( ) Geographic Positioning System (GPS) ( ) Technology Geographic Information System ( ) Others (Specify) ( ) (i) ( ) (ii) ( ) (iii) ( ) (iv) ( ) (v) ( )
15. How did each initiative contribute to improved performance in the water utility?
Contribution (i) (ii) (iii) (iv) (v) 16. Indicate specific incentives which if provided can motivate workers in the
following sections
Section Incentive Plumbing Meter reading Office supervision Customer service
103 Staff general Accounts Billing 17. How are you satisfied with performance improvement initiatives provided by the
water utility in the past five years?
Initiative Excellent Good Average Poor Salary improvement Salary increment Improve salary to meet current basic needs Pay in time arrears Provident Pay in time provident payments Allowances Housing Transport Over time Health Hardship Annual leave Special payment to best and innovative workers Transfer allowances Assets Staff quarters Offices Furniture Machine Vehicles Motor cycles Bicycles Geographic Positioning System (GPS)
104 Technology Geographic Information System Others (Specify) (i) (ii) (iii) (iv) (v)
18. How do you rate the impact of incentives to overall water utility performance?
Level of Satisfaction (i) Most satisfactory ( ) (ii) More satisfactory ( ) (iii) Satisfactory ( ) (iv) Unsatisfactory ( )
19. What challenges the water utility face in improving its performance?
Challenge (i) (ii) (iii) (iv) 20. What opportunities the water utility has in improving its performance?
Opportunity (i) (ii) (iii) (iv)
THANK YOU FOR YOUR COOPERATION
105 THE UNIVERSITY OF DODOMA (UDOM)
DEPARTMENT OF BUSINESS AND STATISTICS
SCHOOL OF SOCIAL SCIENCE
OFFICIAL QUESTIONNAIRE FOR WATER CONSUMER AND PUBLIC IN
GENERAL
NAME TITLE IN THE HOUSEHOLD OCCUPATION WARD “MTAA” DATA GENDER DATE TEL NO MOBILE NO QUESTIONNAIRE NO.
The aim of this study is to understand the relationship between “the roles of human resources management and organizational performance in the three water utilities in Moshi and Morogoro municipalities and Dar es Salaam city”. So, we are pleased to inform you that you have been selected purposively to represent other respondents. Moreover, we inform you that we value data and information from you and promise you and the water utility management that the data and information will be kept confidential and used for academic purposes.
106 1. For how long have you been receiving the water and sewage services?......
Service Excellent Good Average Poor Duration of water supply Quality of water Quantity of water Efficiency of sewerage system Sensitization Involvement of beneficiaries Responsiveness of staff
2. At which level are you satisfied with the following services delivered by the water
utility?
3. How do you rate the qualities of customer care and public relation following?
Quality Excellent Good Average Poor Politeness of the staff General care by the staff Reception at the office Office environment Smartness Revenue Office
107 4. What do you propose as alternative in improving water and sewerage services?
(i) (ii) (iii) (iv)
THANK YOU FOR YOUR COOPERATION
108 OFFICIAL QUESTIONNAIRE
Introduction
Name of the Water Supply and Sewerage Authority…………..
Area under authority‟s Jurisdiction...... square kilometers
The size the Municipality...... square kilometers
Population Growth in the Municipality
Urban population in 1978......
Urban population in 1988......
Urban population in 2002......
Urban population in 2011......
Year of establishment of the Water Department......
Year of establishment of the Water Supply and Sewerage Authority......
Which Act established the Water Department (s)? ......
Which Act established the Water Supply and Sewerage Authority? ......
What was the motive behind reforms in water sector?
......
......
......
109 Categories of water users and water demand (1986-1990)
Year Water user Daily water Monthly water Annual requirement requirement water requirement 1986- Government offices 1990 Households Park and open spaces Health facilities Education facilities Butchery Car wash Guest houses Hotels and kiosks Others (Specify.....)
Categories of water users and water demand (1991-1995)
Year Water user Daily water Monthly water Annual requirement requirement water requirement 1991- Government offices 1995 Households Park and open spaces Health facilities Education facilities Butchery Car wash Guest houses Hotels and kiosks Others
110 Categories of water users and water demand (1996-2000)
Year Water user Daily water Monthly water Annual requirement requirement water requirement 1996- Government offices 2000 Households Park and open spaces Health facilities Education facilities Butchery Car wash Guest houses Hotels and kiosks Others
Categories of water users and water demand (2001-2005)
Year Water user Daily water Monthly water Annual water requirement requirement requirement 2001- Government offices 2005 Households Park and open spaces Health facilities Education facilities Butchery Car wash Guest houses Hotels and kiosks Others
111 Categories of water users and water demand (2006-2010)
Year Water user Daily water Monthly water Annual water requirement requirement requirement 2006- Government offices 2010 Households Park and open spaces Health facilities Education facilities Butchery Car wash Guest houses Hotels and kiosks Others
Water supply deficit and revenue before and after the establishment of the authority
Before the establishment of the authority Average supply of water Deficit (Liters) Revenue collection (Liters) (Tshs)
After the establishment of the authority Average supply of water Deficit (Liters) Revenue collection (Liters) (Tshs)
The average annual expenditure before the establishment of the authority
Tshs......
The average annual expenditure after the establishment of the authority
Tshs......
112 Employment Trends
Recruitment of employees Perio Section Required Employed Shortage d Skilled Unskilled Skilled Unskille Skilled Unskilled d M F T M F T M F T M F T M F T M F T
Finance 1985 and - Administr 1995 ation Business Technical 1996 Finance - and 2005 Administr ation Business Technical 2006 Finance - and 2011 Administr ation Business Administr ation
113 Annual rate of increase in the site problems
Period Number of cases 1985-1995 ...... 1996-2005 ...... 2006-2011 ...... Number of customers since 1985 to date
Period New water connection Sewerage services Repair 1985-1995 1996-2005 2006-2011
Staff capacity building and performance
On job training
Period Name Targeted cadre No of No of No of Reason of employe employe employees s for traini es es not not ng targeted attended attended attendin g the course Managerial staff 1985- Supporting staff 1995 Common staff 1996- Managerial staff 2005 Supporting staff Common staff 2006- Managerial staff 2011 Supporting staff Common staff
114 Issue Before training After training Average annual water leakage cases Average annual operating costs Time between reporting and action (Hours) Customers satisfaction Annual revenue collection
Long and short courses attended by the employees.
Type of a period Name of the Target No of No of No of Reason course course ed employ employ employ s why cadre ees ees ees not not targeted attende attende attende d d d Management staff 1985- Supporting staff 1995 Common staff Management staff 1966- Supporting staff Short 2005 Common staff courses Management staff 2006- Supporting staff 2011 Common staff Management staff 1985- Supporting staff 1995 Common staff Management staff
115 1966- Supporting staff Long 2005 Common staff courses Management staff 2006- Supporting staff 2011 Common staff Skills acquired and their application
Course Skills gained Application
Incentives and commitment of employees
Period Category Salary increment (%) Amount spent 1985-1995 Higher cadre Middle cadre Low cadre 1996-2005 Higher cadre Middle cadre Low cadre 2006-2011 Higher cadre Middle cadre Low cadre
116 Arrears paid from 1986 to 2010
Period Amount Tshs Percentage 1986-1990 1991-1995 1996-2000 2001-2005 2006-2010 Overtime payments
Period No of employees Amount Tshs 1985-1996 Higher cadre Middle cadre Low cadre 1996-2005 Higher cadre Middle cadre Low cadre 2006-2011 Higher cadre Middle cadre Low cadre Distribution of housing allowance
Period Category Amounts Tshs 1985-1996 Higher cadre Middle cadre Low cadre 1996-2005 Higher cadre Middle cadre Low cadre 2006-2011 Higher cadre Middle cadre Low cadre
117 Transport facilities
Type of vehicle Total Use Availability
Transport allowance
Period Category Amounts Tshs 1985-1996 Higher cadre Middle cadre Low cadre 1996-2005 Higher cadre Middle cadre Low cadre 2006-2011 Higher cadre Middle cadre Low cadre Incentives
Period Category No of best % of the total employees Type of gift workers received 1985- Higher cadre 1995 Middle cadre Low cadre 1996- Higher cadre 2005 Middle cadre Low cadre 2006- Higher cadre 2011 Middle cadre Low cadre
118 Shows the number of employees promoted
Period Cadre No of % out of the Type of employee total employees promotion promoted 1985- Higher cadre 1995 Middle cadre Low cadre 1996- Higher cadre 2005 Middle cadre Low cadre 2006- Higher cadre 2011 Middle cadre Low cadre
Involvement of the staff in planning implementation and evaluation
Staff meetings
Year Number of meeting(s) Date of the meeting(s) Aim of the meeting (s) 1986-1990 1991-1995 1996-2000 2001-2005 2006-2010
What is OPRAS?
When did you introduce this system?......
How did the system improve
Performance of employees......
Performance of the organization ......
119 Staff utilization and performance
Indicate section, activities rate of occurrence of the activities and the total number of the staff available
Year Section Activity Rate of Responsible Total occurrence staff 1985-1990 1991-1995 1996-2000 2001-2005 2006-2010 Application of technology
Requirements
Section Technology required Technology currently Impact used Planning Construction Water connection Meter reading Preparation of bills Distribution of bills Revenue collection Customer care Marketing Information acquisition Information processing Information storage Information dissemination Communication
120 Satisfaction of customers
Level of satisfactions Number of beneficiaries Percentage Excellent Good satisfactory Not satisfactory
Reasons for low application of technologies
Reasons Not respondents Percentage Shortage of funds Low knowledge Low skills Shortage of space High operation costs Legality Data conversion costs Compatibility Traditions Staff information management
How do you manage data and information......
How do you share information between management and employees......
Sewage facilities
Types of sewage facilities......
Types of sewage facilities provided before the establishment of the authority......
Coverage
Kilometers...... Square kilometers......
121 Types of sewage facilities provided after the establishment of the authority......
Coverage
Kilometers...... Square kilometers......
THANK YOU
122 CHECKLIST
HUMAN RESOURCE FUNCTION FACTORS
Recruitment
Training
Work design
Performance appraisal
Compensation
Promotion
Incentives
Communication
Involvement
Option
Participation in decision making
Investment
PERSONAL FACTORS
Human resource managers‟ capability
Top managers‟ ability and support
Employees‟ knowledge and skills
Cooperation between management, employees and customers
Competence
Motivation
Commitment
Satisfaction
Retention
123 Presence
FIRM LEVEL FACTORS
Nature of the strategy
Objectives
Values and culture
Cost
Quality
Innovation
Effectiveness
Efficiency
Development
Satisfaction
Innovation
Application of technology
Sewage facilities
Quality
124