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The role of human resource planning on performance of public water utilities

in Tanzania

Article  in  African journal of business management · January 2016

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 African Journal of Business and Management Vol 2 (1) PP 72-77, ISSN: 2518-0312 Copyright: © 2016
AJBM Open Access Online @ http://onlinesciencejournals.com/index.php/ajbmr

The role of human resource planning on performance of public water utilities in Tanzania

Adams Karia1, Stella Omari2, Szumbar Mwanaongoro3 and Agasa Ondieki4

1
Water Development and Management Institute, P.O Box 35059-Dares salaam, Tanzania
1,2,3,4
Kisii University, Kenya, P.O Box 408-40200
Corresponding author’s email: adam_karia@yahoo.com

Abstract
Human Resource Planning (HRP) is a critical process in an organisation as it gives indication on
areas of need. The main purpose of this study was to determine the roles played by Human
Resource Planning in the performance of public water utilities in Tanzania. Correlation and
descriptive research designs was used. The study targeted a total population of 1355 employees in
public water utilities. A sample size of 417 employees was selected using Krejcie & Morgan
(1970) table. Data was collected using questionnaires to employees and face to face interview
with line managers. Descriptive statistic used included frequency, means, standard deviation,
percentages and tables while inferential used ANVOVA and correlation analysis. The results
revealed a statistically significant relationship between human resource planning and
organisational performance of public water utilities. ANOVA (F=2.166, df=5,19, p=0.101>) and
correlation correlated r(370)= 0.555**, p<0.01. It was thus recommended that human resource
planning should be mandatory to public water utilities to define and specify human resource
needs and requirement.
Key words: Human Resource Planning, Correlation, ANOVA, Public Water Utilities and
Organisational Performance.

1.0 Introduction of Statistics (NBS) report basic demographic

Human Resource Planning (HRP) is the process
of identifying how many people to select, at
what job and at what time (Pradeesh, 2011).
Ismail & Velnampy (2012) further elaborated
human resource planning as the process used by
organizations to analyze business plans to
establish future human resource requirements, to
estimate future human resource availabilities, to
reconcile future human resource requirements
and future human resource availabilities and to
formulate action plans to remove the gap of
human resources with the general objective that
leads to how better the scarce talents can be used
in an effective way in the interest of work and
organization. Human resource planning is seen
in entirety as an effort to anticipate the future of
the organization and to provide personnel to
fulfil that organization and to satisfy customer’s
demands.
There is a public outcry in water supply
(Energy and Water Utilities Regulatory
Authority reports 2011 to 2014). Over the
period, the water demand increased by 16% in
the urban areas districts and other small towns,
however the production or/and supply to
demand ratio for all regional Public Water
Utilities has not exceeded 55%(National Bureau
and socio-economic profile report for Tanzania
(2014)), it is revealed that overall 36% of all
households used piped water as their main
source of drinking water (11 percent had water
piped into their houses, eight (8) percent piped
into yard and 17 percent used public taps). In
urban areas percentage of households using
piped water was 58 percent compared to 25
percent in rural area where the main source was
unprotected dug well (25 percent). The outcry is
occasioned by poor service delivery
Baielli, Kingdom & Ginneken (2006), argue
that successful public utilities are still the
exception, compared to developing countries
that are under jurisdiction in public utilities.
Vicious spiral is a consequence of ineffective
and misdirected policies, coupled with the
monopolistic nature of the sector. Water is
politically sensitive, and most politicians have
not been able to effectively balance the trade -
offs between affordability and expansion of
coverage to poorer communities with utility’s
need for financial viability (Hughes, 2003).
Human resource planning is used to analyze
current human resource capacity by forecasting
human resource needs and identify any gap
between them to ensure effective organization

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 African Journal of Business and Management Vol 2 (1) PP 72-77, ISSN: 2518-0312 Copyright: © 2016
AJBM Open Access Online @ http://onlinesciencejournals.com/index.php/ajbmr
performance (Northwest territories Municipal
and community affair report (2008). Further
human resource planning help to assess the
future recruitment needs and facilitates the
formulation of training programs, develop
promotion and career development policies
develop a flexible workforce to meet changing
requirements as well as control staff costs whilst
ensuring salaries remain competitive
(Worcestershire Country Council (2008)).
When conducting a HRP a tool need to be
developed to assist in assessing and
implementing the plan., Belien, & Hoskens
(2013) hinted on the use of excel spreadsheet.
Although there is no common and specific
agreed planning tool that all companies should
be using. Yadav & Dabhande (2014) found out
that it is difficult to assess accurate human
resource planning and adopting accurate audit
practices because practices itself does not
produce right or wrong answers, but it produces
a series of alternatives from which the right
course of action can be chosen.
Danlami (2012) found that the strategic
HRM alignment, line management training,
career planning system and job definition are the
main strategic HR practices that influence
organizational performance in the Nigerian
insurance industry and also that the relationship
between strategic HRM practices and
organizational performance moderately
influenced by organizational climate. The same
applies to water utilities
HRM practices are related with
organisational performance. Abdulah, Ahsan &
Alam (2009) found out that business
performance is correlated with training and
development, team work, compensation and
incentives, human resource planning,
performance appraisal, and employees’ security.
Chand & Katou (2007) observed that
performance of the hotel industry in India is
positively related to human resource
management systems Al-Qudah, et al (2014)
found that human resource planning, training
and development significantly correlated with
the organizational performance in the Jordanian
Ministries.AlQudah, Osman & Safizal (2014)
found that human resource management
practices such as human resource planning, and
training and development have a significant
correlation with the performance of the small
and medium enterprises in Jordan.
73
Human resource planning is a very essential
practice among of the numerous human resource
management practices that leads an organization
to an effective and efficiency as well as high
productivity. Anyandike (2013).
2.0 Materials and Methods
2.1 Research Design of the study
A correlation and descriptive research design
were used for this study. Correlation study
enabled the researcher to examine the
relationship between human resource planning
and organisational performance. Descriptive
study design was used in describing the working
conditions of employees in public water utilities
employees was used. This enabled the
researcher to observe the conditions as they are
without changing their environment.
2.2 Study region
This study was conducted in the United
Republic of Tanzania. Tanzania as a country is
found in the Eastern part of the African
continent. The country lies on 5.69440S and
36.32230E latitude and longitude, and has total
area of 945, 087 Square Kilometres.
The research selected five public Water
Utilities in the Tanzania Mainland. The selected
five public water utilities operate in the urban
areas of each respective region/City in Tanzania.
The five regions involved were Lindi, Mtwara,
Morogoro, Tanga and Dar es Salaam.
2.3 Target Population
The study population comprised of 1355
employees from the five selected Public Water
Utilities.
2.4 Sampling Method and Sample Size
The study employed both probability and non-
probability sampling techniques. Probability
sampling used simple random sampling,
stratified sampling and population proportional
sampling (PPS). Stratified sampling was used
for the selection of the five public Water utilities
for the study. A population proportionate
sampling (PPS) technique was used for the
purpose of making equal ration of sample
distribution in the respective Public Water
Utilities. Simple random technique was used to
get hold of employee representation from all
departments of the five selected public water
utilities. Purposive sampling a type of non-
probability sampling was used to sample
managing directors and line managers. A sample
size of 417 employees was used in the study
 African Journal of Business and Management Vol 2 (1) PP 72-77, ISSN: 2518-0312 Copyright: © 2016
AJBM Open Access Online @ http://onlinesciencejournals.com/index.php/ajbmr
which was obtained by adopting Krejcie &
Morgan (1970).
2.5 Data collection Methods:
The study used closed ended questionnaire
which had a 5 level likert scale: Strongly agree.
Agree, Neutral, Disagree, Strongly Disagree.
The questionnaire had factors measuring Human
resource planning and organisational
performance. Face to face interview was
conducted to mangers to seek clarification of the
objective of the study.
2.6 Data presentation and Analysis
Data collected was entered in excel spreadsheet
before being imported to IBM SPSS version
20.0 for analysis. Both descriptive and
inferential statistics were obtained. In
descriptive analysis, frequencies were used and
inferential statistics used correlation and
ANOVA.
3.0 Results and discussion
3.1 Frequency distribution of Human
Resource Planning Factors
Table 3.1: Table Showing Responses
Frequency on Human Resource Planning
Key: f – Frequency; SD – Standard Deviation
Source: Field Data (2016)
Participation of employees was one of the
factors used to assess the influence of Human
Resource Planning and performance of the
Public Water Utilities in Tanzania. Table 3.1
indicates that (43.2%) of all respondents
strongly disagreed with, “A participation of
employees in the formulation of Human
Resource Plan”. This mean of 4.13 score
indicates that averagely the employees agree
with the HRP aspect of participation with a
74
standard deviation of 0.84 from the mean score
This shows laxity in implementation of
organizational mission and vision since it does
not involve the employees. In strategic issues of
HRP factor (40%) of all respondents’ responded
neutral to the attribute, “Human Resource
Planning is a strategic issue”. Lack of
involvement of employee in Human resource
planning decreases their morale which reduces
productivity (Chang & Lorenzi, 1983), denies
employees opportunity to use their intellectual
and talents (Williamson, 2008). (Sorenson,2002)
notes that organizations can improve their profit
and reduce expense by involving employees in
decision making which is contrary to water
utilities in Tanzania.
Implementation of HRP was another factor
used to measure Human Resource Planning in
the Public Water Utilities. The findings indicate
that (42.7%) of all respondents strongly
disagreed with the statement “Organization
operates a succession plan”. In analyzing
annual budget as a factor of HRP, the results
showed that (48.1%) respondents responded
neutral to the attribute “Annual budget set for
the operationalization of the Human Resource
Planning. This is in tandem with lack of human
resource planning by the water utilities. Its wort
noting that human resource planning and
implementation is significantly correlated with
organizational performance (Mohammadnoor,
K.M.A, Abdullah O., Mohd Subein A.H
&Hamza A.A,2014).
On Management support as a factor of HRP
results indicate that (35.4%) respondents
strongly disagreed with, the statement that “Top
level management supports the
operationalisation of the Human Resource
Planning”. Leaders can improve the
performance of an organization by influencing
performance determinants this can be done
though leadership behaviours in interaction
with subordinates, peers, and outsiders, or
through making strategic decision on
management programs and organizational
structure (Garl Yukl,2008).
Overall, all factors scored a mean range
above 3.11 (Std. Deviation 0.97) that explained
Human Resource Planning in Public Water
Utilities was low implemented. The poor
performance of public water utilities is
attributed to lack of human resource
management. Hassan D.A, Mehmood A.,Naem
A., Badar H., & Madiha J (2013) observed that
 African Journal of Business and Management Vol 2 (1) PP 72-77, ISSN: 2518-0312 Copyright: © 2016
AJBM Open Access Online @ http://onlinesciencejournals.com/index.php/ajbmr
organizations become unable to meet the desired
objectives because of lack of morale of their
employees.
Human resource planning influences the
calibre and type of applicants who chooses an
organization (Craft 1980) in order for the
organization to get a good mix of employees
who can be recruited. Noe et al (2003) further
elaborated that it’s important to implement the
human resource plan to create the lead time
necessary to address potential problems.
Gopikrishna (2011) highlighted the importance
of human resource planning by noting that
objectives and goals of the organizations are
achieved when there is proper planning. Data is
gathered on resources and competencies
required before advertisements are made.
Speamerfam (2011) further disclose that an
organization should hire the best talent in the
organization for it to have a competitive
advantage against the competitor in the market.
3.2 Analysis of Variance
The contribution of human resource planning on
organisational performance was tested using the
ANOVA
Table 3.2: Table showing One - Way ANOVA
Source: Field Research, (2016)
Table 3.2 shows the Analysis of Variance
(ANOVA) which indicates that the independent
variable human resource planning is statistically
significant in influencing the organizational
performance of public water utilities. The results
proved support to hypothesis (F=2.166, df=5,19,
p=0.101)
The ANOVA results shows that the human
resource planning practices has a significant
impact on organizational performance of pubic
water utilities at 5% level of significance. Thus
if human resource planning practices are fair and
objective in terms of involving employees in
come up with the plan, implementation of the
human resource plans and management
supporting the laid down human resource plans,
then the employees will be satisfied and
motivated with work which translates to
improved job performance.
75
3.3Correlations
The table 3.3 illustrates how human resource
Planning is related to the organizational
performance of the Public Water Utilities that
was computed by using Pearson Product
Moment correlation coefficient
Table 3.3: Table Showing Correlations
between Human Resource Planning and
Performance of Public Water Utilities
**. Correlation is significant at the 0.01 level (2-
tailed).
Table 3.3 it can be noted that Human resource
planning and performance of public water
utilities in Tanzania are positively correlated r
(370) = 0.555**, p<0.01. This indicates a
statistical significant positive relationship
between human resource planning and
organizational performance. Implication of this
is that if an organization comes up with a human
resource plan, the performance of public water
utilities improves in efficiency, effectiveness,
profitability and relevance by 55% which are
key pillars of performance. These findings are
congruent with those of Trehan & Setia (2014)
who found that Human resource management
Practices are basically a system, strategies and
practices that can affect employees’
performance in an organization. They are similar
to those of Caliskan (2010) who revealed that
when human resource management practices
yield effective policies and practices that deliver
the right number of people with appropriate
behaviour and competency needed that leads to
high commitment among employees, who drive
high organization performance. The results
indicate a statistical significant relationship
between human resource planning and
performance of public water utilities in
Tanzania. at 0.05 level of significance.
4.0 Conclusion
The findings revealed that human resource
planning plays a critical role on performance of
the Public Water Utilities because the majority
of the Public Water utilities employees in
Tanzania did not enjoy availability of Human
Resource Planning in the Public Water Utilities;
 African Journal of Business and Management Vol 2 (1) PP 72-77, ISSN: 2518-0312 Copyright: © 2016
AJBM Open Access Online @ http://onlinesciencejournals.com/index.php/ajbmr
this is due to fact that while in Participation of
employees factor and Implementation of HRP
factor the findings indicated very low available;
strategic issues of HRP factor, Annual budget of
HRP factor, and management support of HRP
factors indicated low level implementation.
Based on the findings, we conclude that
performance of the public water utilities was
poor which is attributing to inadequate
implementation of human resource planning.
Despite the fact that all Managing Directors,
while responding to the interview questions,
they claimed scarcity of financial resource that
consequently failed to manage human resource
practices in their organizations to ensure
effective performance.
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