Assessment of Effectiveness of Open Performance Review Appraisal System Implementation in the Local Government Authorities in Tanzania: A case of Ikungi District Council

Abstract

The study was to assess the effectiveness of OPRAS implementation in the Local Government Authorities, Ikungi District Council as a case study. Purpose: the research study was expected to offer a general clue on the effectiveness of OPRAS implementation. The intention of this study was to assess the effectiveness of OPRAS implementation in the Local Government Authorities; to analyze employees who comply with OPRAS annual performance agreement; to observe the employees perception and awareness of the use of OPRAS, and to find out the challenges that encounter the smooth implementation of OPRAS. Research methodology: the study was intended to use 150 public employees from 13 departments and 6 units within Ikungi DC embedded with LGAs cadres carrying various designations ranging from junior officers to incumbents in the organization (IDC). Since it was a survey, it was then crucial to show the time for conducting the survey, the way the questionnaire was designed, and the whole process of sharing and capturing the data from the respondents. It was just like snow-boll techniques within the online survey, due to the fact that one respondent once filled out the survey, used the same link to share it with his or her friends. Questionnaires took the form of multiple-choice, fill-the-blanks, long essay questions, and the Likert scale designed through Google form as the means used to collect the data. Descriptive analysis and regression analysis are employed to come up with the findings. Findings: the study revealed that 70.6 percent of the staff signed the Annual Performance Agreement at beginning of each financial year. The findings comprehended that about 71 percent of respondents do mid-review and annual assessments by themselves and submit them to their supervisor to accomplish and sign the OPRA forms and keep records in case of the annual evaluation. Findings showed that staff (employees) involvement in setting performance targets is poor as evidenced by mid-review and annual assessments. This finding to a large extent shows that OPRAS guidelines are not actually adhered hence leaving a certain percentage signing APA unconsciously and they have to do so because of the need to be promoted. However, performance is not much considered, since the evaluation is not intensive since it is not done collectively (employee and supervisor) also supervisors lack rating skills. Recommendation: the effective implementation of OPRAS requires an institutional and legal framework. However, the legislation is not necessary and not a sufficient condition in forcing employees to implement the system but it is useful for ensuring adherence to the system. Leadership commitment and support, of the system, require those who are ready and support the system to be implemented which finally enables an organization to measure performance and organization be able to realize goals and objectives by encouraging the training of the system to the employees and involving them in setting their performance targets which are standards in the organization and can be attainable. Training plays a crucial role in both OPRAS utilization and increasing knowledge, skills, and ability of employees, therefore, the researcher argues to management to put high consideration on training and make sure that it happens. Keywords: open performance review appraisal system, open performance review appraisal forms, annual performance agreement, performance management, mid review, and annual assessment or evaluation.