Dissertations (Masters)-HRM-SOPAM

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    Roles of individual employees in the management of employment records in Kilwa district council
    (Mzumbe University, 2015) Mvulla, Adolphina L.
    This study was an attempt of revealing the roles of individual in the management of employment records in Kilwa District Council (KDC). Sample of the study consisted of 120 respondents. Data gathering was done through interview and questionnaire methods; data analysis was done each for each study objective where by the simple qualitative classifications of data, distribution and the measures of dispersions was used in the measure of various study variables. Descriptive statistics including simple percentages, descriptive analysis and explanations to establish relationships of the variables employed in the study were also employed. Furthermore the study employed descriptive statistical analyses and inferential statistics including logistic regression model towards revealing influence, relationship and effect of the study variables The study findings revealed adequate level of awareness of the employees on the responsibility of managing individuals own employment records among the respondents in the study area. Results indicated that majority of employees (75.7%) at KDC were aware of the responsibility of keeping their own employment records. Also, the study revealed factors which hinder the practices of employees managing their own employment records including ignorance on the importance of keeping records, lack of technical know-how and lack of appropriate record keeping facilities. The study findings revealed perceived roles of individuals‟ participation in keeping own employment records such as Ensuring records security and safety, Ensuring consistency and accuracy, Employment rights and responsibilities, Ensuring confidentiality of personal records and Maintain records integrity. Furthermore the study concludes that majority of workers are aware of what is stipulated in the employment act and laws concerning their rights and responsibilities towards employment record keeping. However it was concluded from the study findings that majority of workers are not used to the modern and reliable records keeping methods including internet and electronic devices. Finally the study recommends that the KDC should provide capacity building programs on modern and reliable records keeping methods to her employees. Also individual employees should enhance their ICT capabilities to be able to adopt new records keeping methods
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    Institutional factors contributing to low level of employees’ engagement in decision making at Mbeya University of Science and Technology, Tanzania
    (Mzumbe University, 2019) Mahenge, Mote
    The study explores views on institutional factors that contribute to low level of employees’ engagement in decision making. Specifically, the study explored how institutional factors such as rules and regulations, norms and values, as well as cognitive factors established by public sector organizations contribute to low level of employees’ engagement in decision making using Mbeya University of Science and Technology (MUST), as the case. The study utilized a descriptive case study design from a sample size of 82 study participants who obtained through the use of both, non-probability sampling and probability sampling technique. The data for this study were collected through the use of questionnaires, interview guide, Focus Group Discussion (FGD) guide and documentary review. While the qualitative data were analysed through narrative content analysis, quantitative data on the other hand were analysed descriptively through a Software Package for Social Science (SPSS), and presented by using tables, chats and figures. The study found that employees’ had a relative little knowledge on public sector decision making due to poor provision of awareness seminars. Also, there were various institutional rules and regulations that limited the level to which employees would have engaged in decision making. Among others were lack of formal procedure for direct engagement and absence of the employee culture of reading MUST policies and regulations. It was also reported that the recurring trend of transactional leadership style which characterise leader-follower relationship at MUST limits employees’ engagement in public sector decision making. Evidently, the MUST management prefer strictness on rules and regulations, instead of creating a transformational culture that develops both, an individual employee and organisational as well. Based on the findings, the study concludes that engagement in public sector decision making is both a process and outcome that should be policy tied instead of being left voluntarily. Further, engagement should reflect local context needs such as use of both English and Swahili language so as to allow all employees to be part of the process. The study ends up by recommending several issues such as: bridging communication gaps between employees and management in order to improve feedback mechanism, improve on-job training as well as addressing other institutional factors that limit employees’ engagement in public sector decision making