Economics- SAPs
LABOUR COOPERATION UNDER STRUCTURAL ADJUSTMENT
IN HEALTH AND EDUCATION
THESIS SUMMARY SUBMITTED IN FULLFILMENT OF THE
REQUIREMENT FOR THE AWARD OF A MASTERS OF ARTS DEGREE IN
ECONOMICS.
BY HASSAN T. KASOLO.
2003
INTRODUCTION
Organizations in Uganda and those who work there, have for a considerable time now suffered from enormous stress. The long term causes appear to be a complex mixture of external and internal factors. The former is exemplified by the international debt crisis and the latter by lack of accountability and the frustrated aspirations of the workers who populate the organizations.
Workers within the appropriate age bracket trace the substantive date of the ‘unprecedented’ organizational stress to the first year of Obote ii regime (1981). More exact observers pinpoint to the first phase of the Stabilization and Structural Adjustment programme (SAPs) initiated in 1980 when the annual wage declined by 26% to rank as the worst decline in ILO countries (Mamdani,
1989).
A familiar scenario in Africa countries such as Nigeria, Uganda or Zambia, that have introduced
SAPs is the failure of organization to look after their employees; salaries are less than a living wage and other basic necessities such as adequate health allowance are not covered. There is a break in the psychological contract between employer and employee accompanied by frustrated aspirations, diminished organizational commitment and institutionalized and non institutionalized corruption at all levels. Office resources are frequently privatized and marketed elsewhere.
Clientele may privately request to be served quickly for a free or the public servant withholds the service unless a private fee is paid.
Several facts conjectures are now emerging regarding SAPs in Sub Saharan Africa (SSA): SAPs, as currently applied, are overwhelmingly technical marginally institutional so that the programmes are insensitive to local contexts (Standing, 1991).
The
IN HEALTH AND EDUCATION
THESIS SUMMARY SUBMITTED IN FULLFILMENT OF THE
REQUIREMENT FOR THE AWARD OF A MASTERS OF ARTS DEGREE IN
ECONOMICS.
BY HASSAN T. KASOLO.
2003
INTRODUCTION
Organizations in Uganda and those who work there, have for a considerable time now suffered from enormous stress. The long term causes appear to be a complex mixture of external and internal factors. The former is exemplified by the international debt crisis and the latter by lack of accountability and the frustrated aspirations of the workers who populate the organizations.
Workers within the appropriate age bracket trace the substantive date of the ‘unprecedented’ organizational stress to the first year of Obote ii regime (1981). More exact observers pinpoint to the first phase of the Stabilization and Structural Adjustment programme (SAPs) initiated in 1980 when the annual wage declined by 26% to rank as the worst decline in ILO countries (Mamdani,
1989).
A familiar scenario in Africa countries such as Nigeria, Uganda or Zambia, that have introduced
SAPs is the failure of organization to look after their employees; salaries are less than a living wage and other basic necessities such as adequate health allowance are not covered. There is a break in the psychological contract between employer and employee accompanied by frustrated aspirations, diminished organizational commitment and institutionalized and non institutionalized corruption at all levels. Office resources are frequently privatized and marketed elsewhere.
Clientele may privately request to be served quickly for a free or the public servant withholds the service unless a private fee is paid.
Several facts conjectures are now emerging regarding SAPs in Sub Saharan Africa (SSA): SAPs, as currently applied, are overwhelmingly technical marginally institutional so that the programmes are insensitive to local contexts (Standing, 1991).
The