ABSTRACT
The Local Government Reform Program (LGRP) in Tanzania was introduced to improve the access and quality of services provided by Local Government Authorities (LGAs). The main aim of the study is to clarify the practice and impact of Human Resource Capacity Building with reference to the LGRP in Tanzania. The study adopted a three-dimensional framework involving Human Resource Development (HRD). Organization Development (OD). and Institutional Development (ID) dimensions in order to gather primary and secondary data relating to Tanzania.
The HRD findings revealed that the LGRP led to the introduction of training programs. upgraded working conditions, and revised management procedures. The OD dimension revealed the introduction of new organization structures, strategic plans, the involvement of employees in decision making, and culture change. It was concluded that, in relation to both HRD and OD. the LGRP resulted in positive impacts but had failed to address critical deficiencies such as poor training coordination, the inability to attract and retain skilled employees, and unsatisfactory working conditions. The ID dimension of the study identified the continued existence and application of old labor laws, a lack of fiscal autonomy at LGA level, contradictory policies, political interferences and donor dependence.
The study concludes by highlighting specific recommendations and suggestions that relate to the LGRP in Tanzania. These include the involvement of politicians and lower levels of employees in training programs, the introduction of management development programs that focus upon the needs of LGAs. and improvements to employees' working conditions. Further suggestions include the amendment of contradictory laws and policies, the allocation of more tax collection resources. Human Resource and financial autonomies, and the development of a strategy to address the intrusive relationship between Central and Local Governments.
