Browsing by Author "Chikoma, Joel"

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    Spillover effects of foreing direct investment on employees career advancement: a case of Absa Bank Tanzania limited
    (University of Dar es Salaam, 2020) Chikoma, Joel
    It is always thought among least industrialized countries that attracting Foreign Direct Investment (FDI) not only introduces high-capability firms to these countries but also stimulates these countries' low-capability local firms. The plausible assumption is that FDI brings about automated diffusion mechanisms, resulting to improved and advanced production technologies. It is also widely accepted that the managerial skills and effective working practices may be adopted by the local firm. Hence, FDI boosts local production. However, there was no evidence from to support the idea that EDI inflows can have a positive impact on the local communities. Taking the Absa Bank Tanzania Limited (ABTL) as a case, this study sought to examine this possibility by assessing the spillover effect of FDIs on local employees in Tanzania. A mixed method quantitative first design was adopted, where whenever the data collected from questionnaires proved to be insufficiently explained, it was supplemented by interviews or documentary reviews. The study was conducted on 60 carefully sampled current and former employees of the ABTL. The Statistical Package for Social Sciences (SPSS) 20.0 software was used for data analysis and findings were tabulated and summarized in value and percentages. It was found that FDIs' spillover effects have a significant degree of positive effect on the local employment opportunities, employees’ employability, and employee acquisition of skills and employees' progress through promotions. However, multiple regression analysis signals that there is variation in the spillover effects of the FDls on employment, despite empirical evidence in this research suggesting that the FDIs employments have a positive significant degree of effects on both local employment and local employees. Even though, acquisition of skills and progress through promotion appeared to be less implemented by the bank, hence employees. Dissatisfaction. It was recommended that more incentives and motivation programs for employees’ satisfaction for job should be employed for performance improvement. Lastly, the ABTL should review its current retention policy in order to identify, encourage and determine employees' satisfaction