Human resource development in public Universities in Tanzania and Uganda

This study examined the extent to which the reforms implemented in public universities in Tanzania and Uganda is transforming the HRD function. Based on a case study approach the study compared the HRD practices of the University of Dar es Salaam, Makerere University, Mbarara University of Science and Technology and Sokoine University of Agriculture. The study used various data gathering techniques including interviews, questionnaires and documentary analysis. Findings show that the HRD function is still done in an ad hoc and unsystematic manner; lacks proper coordination and implementation is largely donor dependent. Such donor dependence stands at odds with the very spirit of the reform, which inter alia sought to diversify sources of funding for the sake of sustainability. Findings further indicate that the institutional reforms implemented in public universities in Tanzania and Uganda have had an influence on the HRD function to the extent some HRD objectives, targets, and strategies are outlined in the strategic plan documents. However, such influence is insignificant because those university level objectives, strategies and targets are not translated into unit plans and actions. Hence, the HRD function remains peripheral to the strategic operations and change processes in the universities. Moreover, findings show that the current institutional framework for HRD in universities is weak such that it inhibits the HRD function. Despite strong policy pronouncements there is poor implementation coupled with lack of monitoring and evaluation mechanisms. The HRD offices across the four universities are as good as hollow structures with limited or no engagement in strategic activities. Unless these concerns are tackled the HRD function will remain peripheral to the universities’ change process thereby affecting their long-term competitiveness.