TANZANIA PUBLIC SERVICE

COLLEGE - MTWARA CAMPUS

PHR: GENERAL
MANAGEMENT
PUBLIC SERVICE MANAGEMENT AND
EMPLOYMENT POLICY (PSMEP)

BY NCHIMBI, AUSI
FEBRUARY , 2023
Points to ponder

 Introduction
 Public service Reform Programs: An
Overview
 Public Service Management and
Employment policy (PSMEP)
Introduction

 The Cradle of Public Service Management

and Employment Policy of 1999 is the
Reform Agenda
 Various Civil Service Reforms adopted in
Tanzania were instituted for the purpose of
bringing changes to the Civil Service to make
it better in delivering goods and services to
the public.
Introduction

 Reform
 Is an intentional need to institute changes
that bring better conditions relative to the
existing situation.
 Various Civil Service Reforms adopted in
Tanzania were instituted for the purpose of
bringing changes to the Civil Service to make
it better in delivering goods and services to
the public
Introduction

 Since attaining independence in 1961,

Tanzania like many other countries facing
the challenges of an independent state has
at various interval pursued:
 Political Reforms
 Economic Reforms
 Social Reforms
Introduction

 The focus was on policy, structural,

institutional and systems reforms aimed at of
improving performance in the PSIs and
service delivery to the public.
 For example since independence the following
measures were taken in the following areas:
 Reforming Foreign and Defense sectors to
make Tanzania operate as independent state.
Introduction

 Undertaking massive infrastructural

development in roads, schools, hospitals
and residential areas.
 Human capital investments through
construction of Institutions of Higher Learning
i.e. colleges and Universities.
 Nationalization of the commanding height of
the economy
Introduction

 Measures to ensure employment to all

Tanzanians completing secondary , high school
and higher education
 Decentralization Policy which involved the
transfer of decision making powers to regions
The measures taken resulted to massive growth
of the public sector, poor service delivery and
poor performance in most of the Public Service
Institutions. This lead to the poor status of
Public Service in 1990s
The status of Tanzania Public
service in 1990’s

 The number of public servants was not

known and presence of Ghost workers
 A huge, lowly paid and unmotivated public
service
 Unmanageable public expenditure
 Low revenue collection
 High domestic and international debts
 Poor service delivery
The status of Tanzania Public
service in 1990’s

 Lower level of accountability

 Poor performing Public Service Institutions
 A huge government structure
Due to the above Public Service became
an obstacle which was contrary to it core
role as an enabler and facilitator of the
various players in National building and
development efforts
The civil Service Reform
Programme (CSRP)

 Due to the status of Public service in the

1990s the Government made the decision to
design and implement a programme to
address the above problems.
 The programme was called The Civil Service
Reform Programme (CSRP).
The objectives of CSRP

 Overall Objective of CSRP was to achieve a

smaller, affordable, well compensated,
efficient, and effective performing Civil
Service. It main focus was on:
 Cost containment
 Reduction and control of the workforce
 Rationalization of the Government functions
and structure and redefining the role of state
Achievements of CSRP

 Streamlined Government structures resulting

in reduction of Ministries, Departments and
Units
 Reduction the number of Public Service
employees from 355,000 from 1992 to
264,000 by end of 1998
 Reduction in ghost employees
 Reduction in the wage bill expenditures
Achievements of CSRP

 Redefinition of government roles and

responsibilities, Integration of payroll system
 Consolidation of allowances into basic salaries
 Decentralization (creating executive agencies)
 Capacity building e.g. crash training
 improved policy and legislation environment.
For example the adoption of Public Service
Management and employment policy of 1999.
Challenges of CSRP

 The achievements were not translated into

improved service delivery to the public
 Lower productivity in the Public Service
Institutions in relation to the expenditure levels
 Lower levels of accountability reflect by
corruption, embezzlement and negligence
 Resistance to change
Challenges of CSRP

 Cost reduction, cost sharing and retrenchment

resulted to severe pain to people creating risk
to politicians when people move to pluralist
politics.
 The responsibility to enforce the reform was
only vested to civil service department
 The reform was not coherent to other sectors
reforms
 Low level of political support
Challenges of CSRP

 In order to address the challenges that arose

from implementation CSRP, the Government
undertook major policy reforms in the area of
Public Service Management and came up
with the Public Service Management and
Employment Policy (PSMEP) which was to
be implemented through the Public Service
Reform Programme.
Public service employment and
management policy

 Public Service Management and Employment

Policy adopted by the Government in May 1998,
identified the major weaknesses in the
management systems in Public Service
Institutions (PSI) which hindered the
performance and service improvement to the
Public
 The Policy calls for management systems that
are efficient and effective in all public service
delivery i.e. to hold PSIs and individual employee
to account for performance and results
Contents of PSMEP

 Defines Public Service of URT

 Background and Objectives
 Vision, Mission and Core Values
 Guiding Management Principles
 Human Resource Management Policies
 Roles and Responsibilities of the President,
PSC, PSM, Public Service Organizations
 Implementation Roles for PSM, PSO, PSC
Highlights of PSEM Policy

 Takes into consideration major changes

taking place in the economy, political arena
and in the social area. These changes
demand capable, dedicated and accountable
managers with ability to adopt new
management skills.
 Sets out new systems and new principles of
management which conform with the current
times;
Highlights of PSEM Policy

 Transforms the Governments’ responsibility

from direct involvement in production of
goods and the sole provider of economic and
social services to an enabling and facilitative
institution with decentralized public
responsibilities while involving the private
sector more in the production of goods and in
service delivery.
Highlights of PSEM Policy

 Government shifting of responsibility from

being a major employer and ensure that
employment, appointment and promotion in
the public service are based on merit
principles
 Calls for management systems that are
efficient and effective in public service i.e. to
hold every employee responsible for
performance in terms of results
Why we need PSMEP?

 Firstly, it sets out new systems and new

principles of management which conform to
current issues
 Secondly, it takes into consideration major
changes taking place in the economy, in the
political area and in social area. These
changes demand capable, dedicated and
accountable managers with ability to adopt
new management skills.
Why we need PSMEP?

 Thirdly, the policy confirms with reforms

taking place in the new role of the
Government.
 Fourthly, the policy calls for management
system that are efficient and efficient and
effective in all public service delivery.
Definition of Public Service

• For clarity, the Public Service of the United Republic of

Tanzania is constituted of the following:- The Civil
Service, the Operational Service, the Local
Government Service, the Health Service, the Police,
Prisons and Immigration Service, the Executive
Agencies, Public Institutions, The Judiciary Service,
The parliament Commission Service
 Specifically excluded from the definition of the Military
Service.
 Current Problem

 For quite some time now, the Public Service has been
viewed as a liability to the tax payer rather than as asset.
This is because of low productivity, erosion of work ethics.
Indiscipline, deliberate violation of rules, regulations and
procedures, weak control and corruption has been observed
as common features in the civil service. Among other
aspects, the prevailing employment and management
practices has been identified as major contributing factors to
current problems in government service employment. The
problems and concerns identified include the following:
Current Problem

 Recruitment and appointment into the Public Service not

based on competence or ability. The supply driven
recruitment policy for school leavers and graduated of
training institutions has no mechanisms to select better
ones and leave out incompetent ones.
 There are no established criteria for the determination of
vacancies, so employment is prone to fill improperly
determined vacancies.
 Promotions are based more on longevity (seniority) of
SERVICE THAN merit.
Current Problem

 There is general weakness in work supervision as well

as negligence in applying disciplinary action where
necessary. The present system for carrying out
disciplinary measures is too cumbersome, takes too
long to administer and does not instill work discipline.
 There are many employment authorities for different
cadres and among various organizations. Nobody has
questioned the competence of all these employment
authorities.
Current Problem

 The Public Service employment does not pay attention to

customer care. Some of the existing personnel management
systems and practices in Government are outmoded and fail
to cope up with dynamic changes that are taking place.
 Weak personnel data and information system do not
facilitate proper decision making.
 Pay level in public Service Employment are generally very
low and are not competitive to other employers in the
country.
Current Problem

 Existing employment and management policies and

practices discourage labour mobility. Currently,
retirement and pension policies are excessively rigid.
One recruited into the Public Service, it becomes
difficult for one to leave without losing pension benefits.
 The performance appraisal system currently used is too
subjective, non participatory and is poorly managed to
be of an assistance in the adopted result-based public
service management
Current Problem

• Staff Development Programmes have not received due

attention in the Public Service. Training Programmes carried
out are not related to work improvement.
• There is a general absence of schemes for motivation or
recognition and appropriate rewards for good work to boost
work morale.
• Staff Development Programmes have not received due
attention in the Public Service. Training Programmes carried
out are not related to work improvement.
Objectives

 The overall objective of this Public Service Employment

and Management Policy is to introduce principles,
character and practices which shall guide the
transformation of the Public Service of Tanzania to a
performing and dynamic meritocracy.
 Specific objectives of the new Public Service
Management and Employment policy are to:
Objectives

 Right –size the Public Service to affordable levels, and

as necessary to perform the core role and function of
government.
 Increase public servants ‘skills and competence to
levels required managing and performing the role and
functions of Government.
 Ensure that only those who are competent, through
their skills and general attributes to perform well are
recruited and retained in public service employment.
Objectives

 Enhance leadership qualities among those who

occupy, or shall in future occupy executive positions in
the Public Service.
 Recognize, encourage and appropriately reward good
performance and conduct, and penalize poor
performance and unsatisfactory conduct among public
servants.
 Inculcate high standards of integrity and professional
ethics in public servants at every level.
Objectives

 Enable different public service organizations to develop

human resource management practices which are
tailored to their individual circumstances, within a
single, common framework of principles and standards.
 Encourage the public service to facilitate and promote
private sector development and community
participation in the delivery of essential services.
 Encourage a greater interchange of employees
between the public and private sector and
Objectives

 Promote modern management practices in the public

service, including emphasis in delegation and
decentralization in the delivery of public services.
Core Values:

 Pursuit of Excellence in Service

 Public servants shall strive to achieve the highest
standards in their work and to actively look for
opportunities to improve on those standards.
 Loyalty to Government
 Public servants shall be trustworthy and adhere to the
government rules and procedures. Also make sure that
public service confidential matters are not disclosed
Core Values:

 Diligence on Duty
 Public servants shall be at their places of work during
their hours of duty and shall devote themselves wholly
to their work during this time.
 Impartiality of service
 Public servants shall not engage in political activities at
places of work or allow their personal political views to
influence the performance of their duties
Core Values:

 Integrity
 Public servant shall not seek or accept gifts, favors or
inducements, financial or otherwise, in the course
discharging their duties. Likewise, they shall not offer
gifts, favors or their own inducements. They shall not
use public property or official time for their own private
purposes.
 They shall not use information acquired in the course of
their official duties to gain personal financial advantage.
Core Values:

 Courtesy to All
 Public servant shall treat their clients and colleagues
with courtesy, Public servant shall regard themselves
as servants of the Tanzanian people, and shall be
particularly considerate when dealing with vulnerable
members of the public, such as the elderly, poor, the
sick and people with disabilities, and other
disadvantaged groups in society
 Core Values:

 Respect for the law

 Public servant shall not commit unlawful acts in the course of
their duties, not shall they instruct or encourage any other
person to do so. I a Public servant is asked to directed to
commit unlawful act, he or she shall refuse to comply, and
report the matter to his or her superior officer. If no action to
taken, the public servant concerned has a duty to report the
matter in person to the head of his or her organization and, if
necessary, directly to the Head of the Public Service in
person.
Core Values:

 Proper use of Official Information

 Public servant shall not unnecessarily withhold
information which is needed by Ministers of the public
servants. On the other hand, they shall not divulge or
misuse official information which its confidential.
Management principles and
policies of PSMEP

 Results-oriented: Performance in public service

organizations shall be appraised on the basis of out
puts and outcomes achieved and not input.
 Mission-driven: The mission and goals of every public
service organization, and not mere compliance with its
rules, regulations and standing orders, shall be the
basis of all important decisions.
Management principles and
policies of PSMEP

 Clients-focus: The goals and operations of public

service organizations shall focus on meeting the needs
of the beneficiaries of its service (clients). This way, the
organization and its employees shall eschew self-
interest and bureaucratic behavior.
 Participatory-orientation: Every public service
organizations, shall promote the participation of
community of its clients, and development
Management principles and
policies of PSMEP

 Strategic- orientation: Strategic planning and

management techniques shall be adopted by every
public service organization.
 Value-for Money concern: The quest for cost efficiency
and effectiveness shall prevail throughout the
operations of each Public Service organization.
 Innovativeness: Public Service organization shall
consciously search for quality-enhancing and cost-
saving techniques and technologies in their operations.
Management principles and
policies of PSMEP

 Monitoring and Evaluating: Public Service organization

shall institute systems and mechanisms to continually
monitor and evaluate performance, and to anticipate
problems and solutions.
 Catalyzing and Facilitating Development: Pubic Service
organizations shall Play the deliberate role of promoting
and enabling the non-public organizations to maximize
their contribution in the delivery of quality service to the
citizen.
Management principles and
policies of PSMEP

 Decentralizing: With due concern for cost-

effectiveness, public Service organizations shall seek
to enable and empower subsidiary, Public servants
shall loyally serve the duly elected Government of the
day, and shall comply with the lawful instructions of
their ministers and senior managers to the best of their
ability
Human Resource Management Policies:

 The transformation of the Tanzania Public Service

depends, above all, on the success with which it
manages its most precious resource, this is its
personnel. To this end, human resource in the public
service shall be governed by policies outlined below;
Human Resource Management Policies:

 Human Resource Planning

 Every Public service organization shall draw a medium term
and on annual human resource plan, based on strategic
objectives. An assessment of future human resource
requirements shall be made on the basis of future tasks
that the organization expects to perform, the skills and
competencies required to perform them, and the resource
available to pay them. Human Resource planning covers
recruitment, training and development, and retirement.
Human Resource Management Policies:

 A post in the public service may only be filled if there is a

funded vacancy.
 Recruitment shall be conducted by the open competition
through media designed to ensure the widest possible field
of suitable qualified applicants from both inside and outside
the public service.
 Selection criteria shall maintain and appropriate balance
between academic or professions and other aspects, such
as experience, track record and learning potential.
 Human Resource Management Policies:

Recruitment and Selection:

Procedure for appointing persons in the Public Service
(i) There must be vacant post
(ii) Availability of funds
(iii) Suitability of candidates i.e. qualifications,
experience, and conduct
(iv) Non-citizen should be not being employed without
prior approval of immigration authority and the president of
the United Republic.
Human Resource Management Policies:

Vii Permit from Permanent Secretary, Utumishi.

Entry Restrictions:
Entry to Public Service shall be limited as follows:
Foreign nations may only be considered for position in
the Public Service if there is no suitably qualified Tanzania
citizen.
Human Resource Management Policies:

• Only Tanzania citizens who have successfully

completed at least four years of secondary education
can be eligible for permanent/pensionable terms of
employment in the public Service.

• Good character shall be a prerequisite for entry into the

public service
Human Resource Management Policies:

 Performance Appraisal:
 Every employee shall be given a job description
incorporating specific measurable objectives for results
they are to achieve in the following twelve months.
 Employees shall be given feedback at regular intervals of
not less than six months on their performance against
objectives and shall be given advice and support to
improve any shortcoming.
Human Resource Management Policies:

 A written performance assessment shall be completed

each year, and its contents discussed between
employee and his assessor.
 All performance assessment reports shall be reviewed
by a senior manager to ensure fairness and common
reporting standards.
Human Resource Management Policies:

 Training and Development:

 In the interest of developing and maintaining the skills
of their workforce, all Public Service organizations shall
develop a training and development programme based
on the skill requirements identified in their human
resource plan.
 The content of training and development programs
shall vary from organization to organization, but should
as a minimum, cover.
Human Resource Management Policies:

 Induction – To familiarize new entrants with the Public

Service, with the Strategic goals and functions of their
organizations, and with the tasks which they are to
perform.
 Promotion -To equip promoted employees with the relevant
skill for their new roles and functions.
 Technical and professional - To maintain and constantly
update key skills.
 Management and leadership - To equip management and
leadership qualities.
The Role of the Public Service Department
(Centre Establishment) Utumishi:

 To formulate policies or personnel administration and

guide and oversee the adherence to those policies.
 Regularly monitor, evaluate and advise or pay and
conditions of service agreements for public Service
salary grades.
 Maintain a key central and complete database on all
public service personnel.
The Role of the Public Service Department
(Centre Establishment) Utumishi:

 Offer training and development for Public Service

personnel.
 Provide guidance or the values, principle and policies
set out in this policy.
 Provide management consultancy services to Public
Service organizations, as required on a cost-recovery
basis.
End of the lesson