Rationale of Study – Human Capital Management Information Systems (HCMIS) play a crucial role in facilitating decision-making within Human Resources Management by providing fast, accurate, and comprehensive data. To understand the landscape of HCMIS implementation and challenges within the public sector of Tanzania, this study conducted a systematic review of policies, legislation, and scientific literature.Methodology – The study assessed the extent of HCMIS utilisation in the Tanzanian public sector and examined associated challenges using the task-technology fit model. To analyse the gathered data, a systematic qualitative synthesis employing nomothetic-based content analysis was used.Findings – The analysis revealed that HCMIS usage in the public sector primarily focused on payroll management, with additional applications in employee information management, recruitment and selection, performance management, training and development, benefits administration, analytics and reporting, and succession planning. The five key challenges hindering HCMIS applications were also identified.Implications – The study recommends expanding the scope of HCMIS applications, improving interdepartmental coordination, ensuring adequate and consistent budget allocation for the acquisition of HCMIS accessories by Ministries, Departments, and Local Government Authorities (MDAs and LGAs), fostering greater support from top management to enhance HCMIS operations, and revising ICT and HR programme curricula in higher educational institutions to incorporate specialised courses in HCMIS operations.Originality – This study contributes to the existing literature by providing a comprehensive examination of HCMIS implementation and challenges within the Tanzanian public sector. The findings offer valuable insights for policymakers, practitioners, and academia

In the African context, the management of human resources (HR) involves the navigation of intricate ethical issues influenced by a myriad of social, cultural and economic factors. This study, based on systematic literature review, scrutinized ethical dilemmas in Human Resources Management in Africa. Specifically, the study assessed the areas within HR practices that are predisposed to unethical conduct and identified the core ethical issues prevalent in organizations, thereby giving rise to ethical dilemmas. The study utilized a systematic qualitative synthesis, employing the nomothetic-based content analysis, to scrutinize data extracted from 65 journal articles. The findings delineate two primary domains in which HR practices are susceptible to unethical conduct. The first is the management of core HR functions, such as recruitment, performance appraisal and remuneration, which are vulnerable to unethical practices like favoritism and corruption. The second domain involves balancing the often-conflicting interests of employers and employees. Four primary ethical issues emerged as significant sources of dilemmas: bribery and corruption, misconduct (physical, verbal, and sexual), nepotism and discrimination. These challenges suggest a pressing need for transparent, merit-based recruitment processes and regular ethics training HR professionals to navigate the complex landscape of organizational and employee interests. Implementing gender and diversity policies is crucial in addressing discrimination based on gender, ethnicity or disability. Additionally, establishing robust whistle-blowing mechanisms can enable employees to report unethical conduct confidentially, thereby strengthening organizational integrity and fostering a more inclusive professional environment. Comprehensive ethical frameworks will not only mitigate dilemmas but also enhance the overall credibility and effectiveness of HRM practices in the African context.

Access to electricity is crucial for basic human activities and serves as a direct measure of energy poverty.

The implementation of the Human Resource Information System (HRIS) in Local Government Authorities (LGAs) in Tanzania aimed at addressing shortcomings of methods in managing employee’s information. The shortcomings primarily involved outdated data concerning civil servants. This study explored how user characteristics impact the effectiveness of HRIS in Tanzanian LGAs, specifically focusing on information timeliness, completeness and accuracy. The study covered Mwanza, Arusha, Dodoma, Morogoro, Iringa and Kagera Regions. A questionnaire and an interview guide were used for data collection from 213 participants sampled form 249 HR stakeholders. A total of 201 respondents participated in the study. An ordered logistic regression model was employed for data analysis. The findings revealed that user characteristics such as IT skills, commitment and experience have an influence on the HRIS effectiveness. Therefore, it is crucial to prioritize IT skills training to foster commitment among HRIS staff and promote knowledge sharing among in order to ensure successful implementation of HRI within the LGAs.

As technological change accelerates, the very definition of a "qualified candidate" is being rewritten. This research assesses the rising demand for skills-based hiring among fast-paced companies and examines the specific employer needs driving this trend, as well as the broader implications of implementing such hiring processes. In contrast to previous research, which has largely focused on educational credentials or fixed job requirements, this study frames skills-based hiring as an adaptive strategy shaped by technological disruption and labour market fluidity. Specifically, this study investigated three key questions regarding the effectiveness of skills-based hiring over credentials-based hiring approaches, structured as follows: (i) To what extent do credential hiring and skills-based hiring differ in terms of employees’ performance and internal mobility? (ii) What factors are driving the prioritisation of skills-based competencies over credentials? (iii) Why and how does skills-based hiring outperform credential-based hiring in performance and internal mobility? We synthesised findings from 167 empirical credentials and skills-based studies published between 2005 and 2024. Results indicate that the initial focus on skills versus credentials creates different pathways throughout an employee’s lifecycle within an organisation, impacting performance measurement and opportunities for career growth in opposite ways. Additionally, this study revealed that the shift toward prioritising skills-based competencies over traditional credential-based talent hiring is driven by several key factors, namely the rapid pace of technological change, persistent talent shortages, the push for greater diversity and inclusion, and the need for better job-performance predictors. Furthermore, findings showed that skills-based talent hiring is significantly more effective than credential-based hiring in terms of staff performance, resulting in better hires, higher retention rates, and improved internal mobility. This review provides actionable insights for hiring organisations, human resources professionals, and policymakers who aim to future-proof their workforce strategies while aligning them with today’s digital age.