| dc.description |
The objective of this study was to access the impact of promotion to employees
performance at Dar es Salaam City Council. The focused objectives were to examine
the implementation of promotion procedures at Dar es Salaam City Council, assess
the positive impact of promotion to the individual employees and organizational
performance. Determine clients/customers satisfaction level with performance of the
council in service delivery and identify the factors that hinder effective
implementation of promotion practice to employees of Dar es Salaam City Council.
A case study research design was adopted for the study to allow an investigation
concerning the implementation of promotion practice, the relationship between
promotion and employee’s performance and its implications towards employees’
performance. A sample of 150 was employed, where 100 employees selected by
purposive sampling, random sampling, and 50 clients/customers were selected using
convenience sampling in order to provide feedback to the council’s performance.
Primary data from the study were collected using self-administered questionnaires
and interview guides. The structures questionnaires was administered to the
employees at operational level (85) while interview guide were used to heads of
department, sections, human resources officers (15) and (50) clients/customer as
beneficiaries of councils service delivery. The primary data were supplemented with
secondary data and analyzed using both qualitative and quantitative methods.
The research findings have shown that DCC employees were aware of promotion
procedures, although there is need for human resource department to spell it well to
all employees. Also the results show that promotion has impacts to individual and
organizational performance as it induces motivation, good performance, good
relations and increased remunerations. The findings of study indicate that there were
impacts for non-adherence to promotion procedure which affects individual
performance and organization such as poor performance, accumulated promotion,
poor relations and labour turnover. The availability of human resource strategic plan
and good working conditions were recommended factors for improved
implementation of promotion practices to public and private organizations. |
|