The Role of Human Resources Strategies in the Execution of Strategic Plans: Insights from Tanzania’s Public Universities

Abstract

Corporate strategic plans (CSPs) have been emulated worldwide 
as a driver of performance in all sectors of the economy, ceteris 
paribus. However, Tanzanian public universities have struggled to 
convert strategy into action and to align business strategies with 
human resource (HR) practices, which are recognised as critical 
enablers of institutional performance. Using the Human Capital 
Theory and the Resource-Based View, this study examined the 
impact of HR strategies on the implementation of CSPs in 
Tanzanian public universities, focusing on the HR factors that 
translate strategic intent into action in higher education. An 
explanatory sequential mixed-methods design was employed to 
integrate quantitative analysis with qualitative insights, providing 
a comprehensive understanding of how training, employee 
involvement, and utilisation influence the implementation of 
strategic plans. Quantitative data from 190 academicians (out of 
648) were collected via questionnaires and analysed with a 
multiple linear regression model. Qualitative insights were gained 
through semi-structured interviews with 9 respondents to deepen 
understanding of the quantitative results. Results show that HR 
strategies explain 65.4% of the variance in CSP implementation 
(R² = 0.654). Employee involvement (β = 0.545, p < 0.01) and 
utilisation (β = 0.439, p < 0.01) are the most significant. Training 
and development also has a positive but weaker effect (β = 0.231, 
p < 0.05). Qualitative data highlighted that effective 
communication, participative processes, and aligning roles with 
training enhance these effects. University management should 
focus on strategies that increase employee participation and 
utilisation of roles to support the SP. These results further suggest 
that while capacity-building initiatives may enhance employee 
competence, their impact on strategic execution is maximised 
when staff are engaged and actively involved in the execution 
process.