Public sector personnel management in three African countries: Current problems and possibilities

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Abstract
Following visits to three less developed countries (LDCs) in Sub‐Saharan Africa (Tanzania, Kenya and Zimbabwe) to study public sector personnel systems, the author offers a review of personnel practice in Civil Service and parastatal organizations. In the main, despite a recognition that personnel issues were crucial to organizational success and thereby, ultimately, to economic development, the personnel function was found to be a largely reactive administrative operation, often combined with non‐personnel ‘housekeeping’ roles and lacking a strategic role within the organization. Reasons for this restricted role are suggested and include a lack of alternative models of best personnel practice, the historical legacy of colonial administration, and the continuing need for administrative controls in the face of favouritism and corruption. Prospects for reform are considered in the light of current conditions and the view is advanced that changes in the personnel practices and policy are most desirable and urgent in the parastatal sector, and that a reformed parastatal sector might serve as a model for selective improvements to personnel management in the Civil Service.

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