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Comparative analysis of Human Resource policy issues in a
specific environment
Areas to cover
o HR Policy in private organizations
o HR Policy in public organizations/Authorities
o HR Policy issues in multinational organizations
o HR Policies in informal Sector/SMEs – A case of Uganda
✓ Bottom-necks of HR Policy design, implementation in SMEs
o Digesting the legal regime in HR policy development and implementation
– context of Uganda
(A case of Uganda) – POLICY: REWARD AND COMPENSATION
Introduction
1
...
HR Policy Needs vary widely between organizations
3
...
These policies communicate expectations
5
...
Consequences of un acceptable behaviors
Nature of
organisation
Statutory
Policy
Document

Private
Organisation
Employment Act
2006 & other
statutory laws
regulating the
employer-employee
relationship e
...
,
OHSA, Workman’s
compensation etc

Public Service
/Authorities
o Public Service
standing Orders
2020

Multinational
companies
o Employment Act &
o Other Legislative
laws documents
(Specific to each
country)

Other Policy
Document

HR Policy Manual

HR Policy Manual
(Specific to each
Authorities)

Specific to staff
categorisation
• Parent Country
Nationals – Global
Head Quarter (HQ)
HR Policies
Manual/Hybrid
• Home Country
Nationals – Local
HR Policy Manual

Base Salary

• Formal graded
pay structure
based on
compensable
factors
• Fixation and
determination –
specific to each
company

Deductions
(Taxation)

Deducted at source
Statutory compliance
(PAYE, NSSF, LST)

• Third Country
Nations – Hybrid of
HQ & Local policy
Manuals
•
Salary scale –
• Graded structure
Centrally determined • Structured
by public service
differently
E
...
, entry points in
• Split payrolls
public service
(Locals &
U4 – Honours degree
expatriates)
U5 – Higher diploma • Flexible salary
U6 – Ordinary
strategies to
Diploma
minimize tax
U7 – Certificate
burdens & increase
U8 – UCE Certificate
net pay
(Support Staff)
Major compensable
factor is
qualifications
• Authorities
(formal graded
structure)
Deducted at source
• Dual Tax (home &
Statutory compliance
host)
(PAYE, LST)
• Payroll tax (PAYE)
Housing deductions
> 6 Months
Not more than 50%
• Withholding tax < 6
months
• File returns for
PCN/TCN
• Consultants take
care of their own
taxes
• Different approaches
o Adhoc – each
expatriate is
handled differently
based on contract
o Laissez faire – self
ownership

o Tax protection –
company pays
excess of foreign
taxes
o Tax equalisationcovered by
employer through a
hypothetical tax
• Fringe benefit tax –
30% - 50%
depending on the
country
Salary
Payments

In arrears – Monthly

In arrears – Monthly

Salary
reviews
/Increment

Not guaranteed
Informed by: - Cost
of living, Market
rates, resource based
• Approved by the
Board of Directors

Attainment of higher • Global HQ policy –
qualification – 9
Expatriates based on
months or more)
performance
Determined by
• Board Of Directors Permanent
HCN
Secretary/Public
Service commission
...
g
...
g
...
g
...
Vary with scale
• Global Benefits (HQ
(refer to Public
Service standing
Manual) – Insurance,
orders)

medical,
international travel
• Equalization
Benefits
o Assignment
Completion
bonus
o Emergency
Leave
o Language
Training
o Spousal
Employment
o Cultural
training for
family
Salary
Advance

Other
Policies

Specific to each
organisation – total
monthly deductions
not more than 50% of
gross pay

1
...
Training and
development
policy
3
...
Performance
management
policy
5
...
Hours of work
7
...


Once in every 3 years Local staff – Statutory
not exceeding 3
Employment Act
months gross - total
monthly deductions
not more than 50% of
gross pay
1
...
Training
and
development
policy
3
...
Performance
management
policy
5
...
Hours of work
7
...
Recruitment and
Selection
(Immigration
policy)
2
...
Employee Safety
(Risk expatriates’
abduction)
4
...
Expatriate
appraisal
6
...

1
...

2
...
Lack of expertise /competences – personnel to formulate and implement HR
Policies
4
...
Implementation failures - lack of communication, reactive rather than
positive reinforcement through training, coaching
...
Weak statutory laws and enforcement specific to informal sector
7
...
The Ministry is geared towards facilitating an efficient
and effective Public Service through taking enabling of policies, systems and
structures
...
The Public Service has a
traditional role of, among many other things, supporting Ministers in the
development of human resource policy
...
The Public
Service Restructuring of 1998 saw the context of policy making reformed with
the policy implementation function, in most cases, devolved to Local
Governments, under the decentralization framework, and the Central
Government retaining the core function of policy making; Formulation of
national policies and national standards, Monitoring the implementation of
national policies and services, Ensuring compliance with standards and
regulations and carrying out advocacy, technical supervision, advice, and
mentoring of local governments in liaison with international agencies
...
This focus on policy determination, formulation and
implementation as the major output of Central Government is a relatively new
approach to managing public sector and service delivery that is constrained by
inadequate skilled and knowledgeable human and financial resource hence, the
imperative to strengthen policy capacity across Government
...
The quality of personnel
recruited and selected, how well they are compensated and rewarded, the benefits
they receive, their professionalism, their training and their degree of trust in their
organization and among peers affect the capacity of governments to achieve their
policy goals
...
These have often been seen as
inefficient, ineffective and over-bureaucratized professionals negatively
contributing to public sector performance
...
Yet, while governments seek to introduce new human resource

policies, and public sector reform findings suggest that the empowerment of
employees is crucial to obtain better policy adoption or implementation results,
the impact of human resource management reforms on policy implementation
productivity and performance – both at the individual and agency level – is
largely debated
...
The security tenure of public servants is not fully guaranteed
as many of them today acquire those jobs through political influence and those
with independent minds are sidelined, marginalized and even politically
persecuted
...

This year’s public service policy proposals do not significantly depart from the
previous years
...
The latest policy to be put to test is the new
public servants dress code policy guidelines that have attracted mixed reactions
for the respective stakeholder
...
With
reference to the above case;
Having critically analyzed the ministry of public service’s approach to policy
formulation and implementation, highlight the areas of non-adherence to
guidelines of policy formulation that could account for the existing human
resource policy dilemmas:



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