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Human Resource Management in Multinational Banks in Tanzania

Decent Essays

United Republic Of Tanzania is a developing country, located in East Africa. Tanzania has high level of unemployment, poverty, and a weak national institutional system. After independence in 1961 till 2000, the country had little influence on the business activities of foreign investments and was passing through transformation from its socialist policies to a market economy. Towards the end of 1980’s, however, the views of “African socialism or Ujama” began to experience a series of extremely hard internal and external economic shocks. Internally, the Ujama system could not work effectively to alleviate the levels of poverty. Bureaucratic inefficiencies, lack of responsibility and weak performance of collective farms and factories and …show more content…

The head office in New York dealt with major strategic activities, major corporate decisions and also designed all HRM policies. The integration between departments, branches, country and regional head office, and head office was effected by the so-called ICT “e-check” systems. Each branch had communal lounges, where one could get newspapers printed in USA, watch international news from US cable network CNN and music programs on MTV-USA. During 1hour lunch break employees could relax but they had to eat from branch canteens. All workers should wear smart formal dress. Only employees with a good American accent were given opportunity to handle individual customers, since most customers were from USA. In each branch, there was a process for socializing between employees and bank representatives. Bonuses were granted to those who attended these recreational schemes regularly. Men and women were not equally treated, as receptionists were found all female. As HRM was treated as a back-up function of head office corporate culture, so there was a little chance of branch managers to make any change with policies or to adapt locally. Training programs were directed from the head office. Most operational employees reported frustration at not being given any training since last one year. Instead of group rewards, branch HR managers individually called & gave reward to employee. The bank emphasized on Western style HRM practices through flexible systems, short term employment,

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