Outsourcing of the Delivery of Non-Core Services in Tanzanian Public Service Institutions: A Case of the President's Office – Public Service Management (PO-PSM)

By Mutarubukwa, Prof Felician Barongo; Musomba, Neema Asumite | Researchers World, July 2018 | Go to article overview

Outsourcing of the Delivery of Non-Core Services in Tanzanian Public Service Institutions: A Case of the President's Office – Public Service Management (PO-PSM)


Mutarubukwa, Prof Felician Barongo, Musomba, Neema Asumite, Researchers World


INTRODUCTION:

The pressure from the Tanzania economic crisis in 21st century led to shortcomings in the delivery of public services characterized by bureaucratic, slow to respond, inefficient, ineffective public services institutions. Solutions to these issues were underpinned by a number of studies, for example a study done by (Mahita, 2002) revealed that lack of enough human resources was a barrier towards effective management of cleaning activities in offices and storage buildings.

The recommendation was either to provide training for those employees undertaking such activities or to outsource the activity. These recommendations were in line with (Koinange, 1999) recommendations from his study on provision of poor services in Kenya public organizations. (Buseke, 2001) investigated poor performance of procured services in Tanzania educational institutions and revealed that institutions did not have enough vehicles for cargo delivery and advised the government to outsource the activity for efficiency and effectiveness.

Despite the above studies, problems with regard to effectiveness of core activities have led to the so called public dissatisfaction with service delivery by some public service institutions. The problem of poor public services has been ascribed to the nature of governments, suggesting that governments have had taken on too much and have grown too big and outsourcing was viewed as a possible solution to the public service institution's poor service delivery.

Tanzania government, like any other governments, across the world has been implementing wide range of reforms to improve the delivery of public services. One of the interventions that public service organizations have used to improve public service delivery is the use of the private sector to deliver services that initially were delivered by using public service institution's employees who are on the payroll. (URT, 2000)

This strategy of using private sector as an alternative method of improving service delivery is meant to enable public service institutions to concentrate on their core services. The outcomes of outsourcing is to have citizens who enjoy receiving public services that are more responsive to the client's needs as well as being more cost efficient and effective. The use of private sector to deliver public service has been termed differently by different scholars, some scholar's call this strategy private sector participation, contracting out and others call it outsourcing (Beaumont & Sohal, 2004).

Outsourcing in the Tanzania public service can be described as being infancy. It can be said to have taken roots from the year 2000 following the government decision to implement the Public Service Reform Programme - PSRP (URT, 2004). The main thrust of PSRP is to improve the quality of public services by putting in place system and structures that supports public service institutions to deliver quality services. Among many other reform initiatives, one of them is outsourcing non-core services to the private sector for efficient service delivery and PO-PSM has the role in facilitating MDAs to involve the private sector in services considered to be non-core. PO-PSM also is responsible for ensuring that within PO-PSM, non-core services are outsourced to the private service providers.

Based on above roles, PO-PSM plays a dual role on outsourcing, in the first part PO-PSM stand as a custodian of implementation of outsourcing across the public service, in this context PO-PSM has to ensure that the concept of outsourcing is implemented effectively across MDAs and also appreciated as an effective tool for improving the quality of public services. In the second part, PO-PSM is a public service institution so it is responsible for implementing outsourcing effectively within PO-PSM just like any public service institution. Given these roles, PO-PSM has to lead by example and walk the talk of the implementation of outsourcing than any other public service institution. …

The rest of this article is only available to active members of Questia

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Buy instant access to cite pages or passages in MLA 8, MLA 7, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

(Einhorn 25)

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Note: primary sources have slightly different requirements for citation. Please see these guidelines for more information.

Cited article

Outsourcing of the Delivery of Non-Core Services in Tanzanian Public Service Institutions: A Case of the President's Office – Public Service Management (PO-PSM)
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Help
Full screen
Items saved from this article
  • Highlights & Notes
  • Citations
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

matching results for page

    Questia reader help

    How to highlight and cite specific passages

    1. Click or tap the first word you want to select.
    2. Click or tap the last word you want to select, and you’ll see everything in between get selected.
    3. You’ll then get a menu of options like creating a highlight or a citation from that passage of text.

    OK, got it!

    Cited passage

    Style
    Citations are available only to our active members.
    Buy instant access to cite pages or passages in MLA 8, MLA 7, APA and Chicago citation styles.

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

    1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

    Cited passage

    Thanks for trying Questia!

    Please continue trying out our research tools, but please note, full functionality is available only to our active members.

    Your work will be lost once you leave this Web page.

    Buy instant access to save your work.

    Already a member? Log in now.

    Search by... Author
    Show... All Results Primary Sources Peer-reviewed

    Oops!

    An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.