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Please use this identifier to cite or link to this item: http://hdl.handle.net/123456789/734

Title: Decentralized Human Resources Managment and capacity : The case of Basona Worana Woreda in North Shoa Zone, ANRS.
Advisors: Dr.C.D.Dash (Prof.)
Keywords: decentralization
capacity building
human resources management
Copyright: 2005
Date Added: 21-Apr-2008
Publisher: Addis Ababa University
Abstract: The major objective of this study was to examine the performance of Basona Worana Woreda in terms of decentralized HRM capacity building since 2002. To achieve this objective, literature on the subject and the existing personnel rules and directives and Proclamation No. 74/2002 have been thoroughly examined. It has been discussed that the proclamation, the rules and directives are the major pillars that laid the ground for decentralized HRM within the framework of accountability. Besides, to successful achievement of the strategies and the plans, the capacity of civil servants and councilors in terms of number, educational qualifications, and trainings received have been analyzed. Data for this research were collected also from primary sources with the help of questionnaires, interviews and focus group discussions. The study was conducted in one selected Woreda in North Shoa Zone, ANRS. The total sample size of the research was 87, and 7 experts and 18 civil service committee members were also approached to supplement the responses to the questionnaires. The study found out, among other things, that:: 1) The 2002 decentralization of HRM gave Woreda councilors discretionary powers to recruit, promote, dismiss and discipline the Woreda civil servants without prior approval by the RCSC, Zonal and Regional bureaus. 2) The RCSC has reserved some sensitive powers to itself. Among these are: Classification and reclassification of positions, abolition and merger of offices, enhancement of grades, etc. viii 3) Although a strict adherence of personnel rules and directives is an obligation of offices, there are instances of violations on promotions and trainee selections, which go against the merit principle. 4) The capacity of both civil servants and councilors is too weak to successfully accomplish the delegated powers and responsibilities and enhance good governance at the Woreda level. In addition; some offices are found unmanned which have increased the workload of the rest of the employees. 5) There are no HRNA, training impact assessment and central personnel data base which are basic for systematic planning and forecasting of manpower. 6) The Regional Administrative Tribunal is located too far to effectively and efficiently address the complaints of civil servants at the Zonal and Woreda levels. Among the recommendations made to solve problems are the importance of delegating some powers and responsibilities to Woredas, the establishment of Civil Service Commission and Administrative Tribunal at Zonal level, the establishment of area wise training institutions that will serve contiguous Zones and Woredas, the necessity of HRNA and training impact assessment, and the use of technology and central personnel data base.
Description: A Thesis submitted to the school of graduate studies of Addis Ababa University in partial fulfillment of the requirements for the degree of Master of Arts in Regional and Local Development Studies (RLDS)
URI: http://hdl.handle.net/123456789/734
Appears in:Thesis - Regional and Local Development

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