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Research on the Introduction of Open Performance Review Appraisal System A Case Study of Tanzania Government Executive Agencies (2008-2012)
업무평가공개제도 도입에 관한 연구 탄자니아 정부기구에 관한 사례연구(2008-2012)

DC Field Value Language
dc.contributor.advisor이수영-
dc.contributor.author제인-
dc.date.accessioned2017-07-19T07:33:15Z-
dc.date.available2017-07-19T07:33:15Z-
dc.date.issued2014-08-
dc.identifier.other000000020775-
dc.identifier.urihttps://hdl.handle.net/10371/130052-
dc.description학위논문 (석사)-- 서울대학교 행정대학원 : 행정학과, 2014. 8. 이수영.-
dc.description.abstract본 연구는 탄자니아의 업무평가공개제도(OPRAS) 집행의 효과성을 탐색해보고자 10개의 정부기구를 대상으로 연구하였다. (Registration, Insolvency and Trusteeship Agency (RITA), Occupational Safety and Health Agency (OSHA), Tanzania Public Service College (TPSC), National Food Reserve Agency (NFRA), Government Procurement Services Agency (GPSA), National Bureau of Statistics (NBS), Agricultural Seed Agency (ASA), Tanzania National Roads Agency (TANROADS), Tanzania Building Agency (TBA) and Taasisi ya Sanaa na UtamaduniBagamoyo (TaSUBA))

표본추출을 위해서 목적표본추출과 무작위표본추출 방법을 사용하였다. 설문조사를 실시하였으며 질문지와 1차 및 2차 자료 검토를 통해 확보한 자료를 분석하였다. 연구결과, 업무평가공개제도(OPRAS)의 집행은 정부가 기울인 노력에 비해서 효과적이지 않은 것으로 나타났다. 많은 정부기구들이 늦게 집행을 실시하였고, 평가결과가 실제로 행정 결정에 많이 활용되지 않고 있었다. 또한 많은 정부기구 직원들이 업무평가공개제도를 위한 교육에 참여하였음에도 불구하고 이 제도에 대한 이해도가 낮은 것으로 나타났다. 뿐만 아니라 OPRAS 제도의 지침서에 제시한 중요한 원칙들을 실제 준수하는데 어려움이 있는 것으로 나타났다. 또한 직원들은 업무평가공개제도에 만족하지 않는 것으로 나타났다.

본 연구는 업무평가공개제도의 집행을 가로막고 있는 요인들에 대해서도 살펴보았다. 불충분한 자원, OPRAS 제도와 행정결정의 연계가 잘 되지 않는 점, 직원들의 이해도가 낮은 점, 리더십의 부재, 보상체계가 미약한 점, 징벌체계 역시 미흡한 점 등이 그러한
본 연구는 끝으로 업무평가공개제도의 보다 효과적인 집행을 위한 정책을 제안하였다. 평가제도와 보상체계를 연계시킬 수 있는 보상제도를 구축해야 하고, 업무평가공개제도에 대한 이해를 넓힐 수 있도록 교육훈련제도를 확대해야 하며, 직원들에 대한 연수를 실시해야 하고 또한 리더십들의 헌신 역시 필요하다. 그리고 중앙정부 인사부처는 정부기구들의 제도집행을 더욱 강하게 감독해야 한다. 끝으로 업무태만자에 대한 징벌체계 역시 재구축해야 할 것을 제안하였다.
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dc.description.abstractThis research aimed at investigating the effectiveness of implementation of Open Performance Review Appraisal System (OPRAS) in ten Government Executive Agencies namely: Registration, Insolvency and Trusteeship Agency - (RITA), Occupational Safety and Health Agency (OSHA), Tanzania Public Service College - (TPSC), National Food Reserve Agency – (NFRA), Government Procurement Services Agency - (GPSA), National Bureau of Statistics – (NBS), Agricultural Seed Agency - (ASA), Tanzania National Roads Agency – (TANROADS), Tanzania Building Agency - (TBA) and Taasisi ya Sanaa na Utamaduni Bagamoyo – ( TaSUBA).
Both purposive and random sampling methods were employed to select the sample population for the study. Survey was conducted and data collected through questionnaires and review of both primary and secondary data was applied.
The study finds that implementation of OPRAS in Agencies is not effective compared to the efforts by the Government. Many Agencies started implementation late and OPRAS results were scantily used for making various administrative decisions. Furthermore, majority of employees level of understanding on OPRAS is relatively low although most of them have attended training on OPRAS. There is weakness on the adherence to the key principles of OPRAS as stipulated in the OPRAS guideline. Furthermore the study revealed that employees are not satisfied with OPRAS.
Moreover, the study analyzed challenges which impeding the effective implementation of OPRAS. It includes inadequate resources, poor linkage of OPRAS and administrative decisions, insufficient understanding of employees inadequate leadership commitment and lack of reward and punishment system.
The study recommended several actions to be taken for effective implementation of OPRAS in executive agencies: establishment of reward system guide line which will link OPRAS and rewards system, sustainable OPRAS training plan to employees is needed in Agencies to expand the knowledge of employees on OPRAS and also refresher training is needed to employees, strong leadership commitment, PO-PSM, PSC and HR departments to strengthen monitoring of OPRAS implementation in Agencies and punishment should be given to defaulters of the system.
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dc.description.tableofcontentsTABLE OF CONTENTS

1. CHAPTER ONE: INTRODUCTION 1
1.1. Background: Public Service Reforms In Tanzania 1
1.2. Statement of the Problem 2
1.3. Research Questions 2
1.4. Objectives of the Study 3
1.4.1. General Objective 3
1.4.2. Specific Objectives 3
1.5. Significance of the Study 3
1.6. Methodology of data collection and scope of the study 4
1.6.1. Data collection method 4
1.6.2. Data Processing, Analysis and Presentation 4
1.6.3. Scope of the Study 4
1.7. Thesis Structure 5
2. CHAPTER TWO: PERFORMANCE APPRAISAL IN TANZANIA 6
2.1. Overview of Performance Appraisal in Tanzania Public Service 6
2.2. The Aim of Introducing OPRAS in Tanzania Public Service 7
3. CHAPTER THREE: LITERATURE REVIEW 8
3.1. Performance Appraisal Paradox 8
3.2. Performance Appraisal Process 12
3.3. Operationalisation of Key Concepts 15
3.3.1. Performance Management System (PMS) 15
3.3.2. Performance Appraisal 15
3.3.3. Open Performance Review Appraisal System (OPRAS) 16
3.3.4. Executive Agencies (EAs) 16
3.4. Conceptual Framework 17
3.4.1. OPRAS implementation Process Flow 18
4. CHAPTER FOUR: THEORETICAL FRAMEWORK 20
4.1. Traditional and Modern Approaches of Performance Appraisal 20
4.2. Traditional Approach of Performance Appraisal 22
4.2.1. Essay Method of Performance Appraisal 23
4.2.2. Confidential report system 23
4.2.3. Behavior Based methods 24
4.3. Modern Approach of Performance Appraisal 25
4.3.1. Results-Focused approach 26
4.3.2. Management By Objective (MBO) 27
4.4. Expectancy Theory 30
4.5. Implementation Theory 31
5. CHAPTER FIVE: RESEARCH METHODOLOGY 33
5.1. Scope of the Study 33
5.2. Area of the study 33
5.3. Research Design 33
5.4. Population of the Study 34
5.5. Sampling Methods and Technique 34
5.6. Sample Selection Method 34
5.7. The Sample Size 35
5.8. Data type 35
5.9. Methods of Data Collection and analysis 35
6. CHAPTER SIX: RESEARCH FINDINGS AND DATA ANALYSIS 37
6.1. Demographic characteristics of respondents 37
6.2. Analysis and interpretation of the findings 40
6.2.1. Awareness on OPRAS 40
6.2.2. Compliance with OPRAS guideline 43
6.2.3. Usefulness of OPRAS 47
6.2.4. Employees satisfaction with OPRAS 50
6.3. Human Resource Directors 53
6.3.1. Awareness on OPRAS 53
6.3.2. Compliance with OPRAS guideline 56
6.3.3. Usefulness of OPRAS 59
6.3.4. Satisfaction with OPRAS 61
6.4. Employees views on the challenges facing OPRAS and ways for improvement 65
6.4.1. Ways for Improvement 68
7. CHAPTER SEVEN: SUMMARY, CONCLUSION AND RECOMMENDATIONS 70
7.1. Summary of the key findings 70
7.2. Conclusion 73
7.3. Recommendations 74
7.4. Limitation of the study 77
REFERENCES 78

APPENDIX B 88
ACKNOWLEDGEMENT 97
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dc.formatapplication/pdf-
dc.format.extent1548018 bytes-
dc.format.mediumapplication/pdf-
dc.language.isoen-
dc.publisher서울대학교 대학원-
dc.subjectOPRAS-
dc.subjectperformance appraisal-
dc.subjectpolicy implementation-
dc.subject업무평가제도-
dc.subject정책집행-
dc.subject.ddc350-
dc.titleResearch on the Introduction of Open Performance Review Appraisal System A Case Study of Tanzania Government Executive Agencies (2008-2012)-
dc.title.alternative업무평가공개제도 도입에 관한 연구 탄자니아 정부기구에 관한 사례연구(2008-2012)-
dc.typeThesis-
dc.contributor.AlternativeAuthorJane Simon Kaji-
dc.description.degreeMaster-
dc.citation.pages97-
dc.contributor.affiliation행정대학원 행정학과-
dc.date.awarded2014-08-
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Graduate School of Public Administration (행정대학원)Dept. of Public Administration (행정학과)Theses (Master's Degree_행정학과)
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