HUMAN RESOURCE DEVELOPMENT IN MULTINATIONAL CORPORATIONS IN TANZANIA
Daudi, Angella (2008)
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This study researched on Human Resources Development (HRD) in Multinational Corporations (MNCs) that are operating in Tanzania. The study focused on HRD needs, methods and their implementation, evaluation systems used in MNCs, and factors influencing HRD practices. In addition, the types of strategies used in implementing HRD functions in subsidiaries located in Tanzania were explored.
The methodology that was applied to carry out the study was qualitative research. The theoretical background was drawn from previous researches on MNC practices and strategies, Human Resource Management (HRM) and Human Resource Development (HRD) together with institutional theory. Research data was gathered by conducting interviews in 8 MNCs operating in Tanzania.
The study revealed that HRD needs for many MNCs that are operating in Tanzania are largely determined by both employees and management. However, decision as to which needs are to be implemented is left to either the department responsible for HRD or the management depending on the structure of the organization. The results further indicated that HRD needs identification is done in all levels i.e. strategically, tactically, and operationally. HRD methods and programmes that are used by MNCs in Tanzania were found to include induction courses and the use of expatriates. Inpatriates are also used. Factors that were found to influence MNCs’ HRD practices in Tanzania include: culture; willingness to learn; nature of business; country labour policy; regulations and laws including country’s education system.
The study concluded that since time has been identified to be among factors, which hinder the HRD practices for MNCs, flexible methods such as distance learning could be used especially for busy employees. This can increase the chances to employees to be able to enhance their career path. If the HR is well developed the MNCs operating in Tanzania also benefit by achieving better performance and increase competitive advantage. Local corporations too will be able to learn from MNCs and improve their performance.
The methodology that was applied to carry out the study was qualitative research. The theoretical background was drawn from previous researches on MNC practices and strategies, Human Resource Management (HRM) and Human Resource Development (HRD) together with institutional theory. Research data was gathered by conducting interviews in 8 MNCs operating in Tanzania.
The study revealed that HRD needs for many MNCs that are operating in Tanzania are largely determined by both employees and management. However, decision as to which needs are to be implemented is left to either the department responsible for HRD or the management depending on the structure of the organization. The results further indicated that HRD needs identification is done in all levels i.e. strategically, tactically, and operationally. HRD methods and programmes that are used by MNCs in Tanzania were found to include induction courses and the use of expatriates. Inpatriates are also used. Factors that were found to influence MNCs’ HRD practices in Tanzania include: culture; willingness to learn; nature of business; country labour policy; regulations and laws including country’s education system.
The study concluded that since time has been identified to be among factors, which hinder the HRD practices for MNCs, flexible methods such as distance learning could be used especially for busy employees. This can increase the chances to employees to be able to enhance their career path. If the HR is well developed the MNCs operating in Tanzania also benefit by achieving better performance and increase competitive advantage. Local corporations too will be able to learn from MNCs and improve their performance.
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