Addis Ababa University Libraries Electronic Thesis and Dissertations: AAU-ETD! >
Institute of Regional and Local Development >
Thesis - Regional and Local Development >
Please use this identifier to cite or link to this item:
|Title: ||Decentralized Human Resources Managment and capacity : The case of Basona Worana Woreda in North Shoa Zone, ANRS.|
|Authors: ||WUDU, ALIYOU|
|Advisors: ||Dr.C.D.Dash (Prof.)|
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.
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
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)|
|Appears in:||Thesis - Regional and Local Development|
Items in the AAUL Digital Library are protected by copyright, with all rights reserved, unless otherwise indicated.