Human resource management practices at the Bank of Tanzania

This study investigated the extent to which human resource management practices affect the performance of the Bank of Tanzania despite all the efforts vested in strengthening its human resource function. The main assumptions are malpractice of the human resource management core functions undermine the Bank’s efforts to have in place motivated and committed employees and may result into tow competencies among human resource practitioners at the Bank of Tanzania. The findings show that bank employees are not well motivated, have low commitment and dedication to the job and indicate high dissatisfaction levels on how human resource functions are managed. The practice of staffing has resulted into overqualified, redundant workforce with no challenging responsibilities. Staff development has not been beneficial to employees. There are no effective ways to evaluate training needs and returns on investment. Performance contracts and career development plans are futile. Remuneration and other policies are ineffective and less is done to empower the human resource professionals. The study concludes that much may not be expected in performance if the bank does not support and invest more to reviving the human resource function. This basically remains the leadership challenges as leadership has a crucial role to play in terms of enacting and implementing human resource policies, practices and values.