A Dissertation submitted in Partial fulfillment of the Requirement for the Award of the Degree of Master of Business Administration ( MBA-Corporate Management) of Mzumbe University
The concept of performance management appraisal in line with OPRAS implementation has been one of the most important and positive developments in the sphere of human resource management in recent years. However, despite the Government efforts to introduce OPRAS, it has not been in a position to develop a real and effective Open Performance Appraisal System. The general objective of the study was to assess the implementation challenges for OPRAS in local government authorities particularly in Morogoro municipality. Cross-sectional research design was utilized. A sample of 129 respondents was used. The data collected were analysed and processed by SPSS computer software through the utilization of descriptive statistics where; frequencies, percentages and tables were presented. The findings from the study indicated that the majority of respondents 82% were in agreement that OPRAS implementation is in a good stage but in need of improvement. However, 76% of the respondents argued for the tendency of supervisors to ignore new information as there happens that the supervisor may not be aware of what happened recently but only remaining with past information which would be misleading. Yet, 85% of the respondents reported the need for changing the mind sets of the public servants to ensure that the public service becomes responsive to the needs of the citizens for the enhancement of productivity. Furthermore, 84% of the respondents argued for consistent appraising and feedback search to give more frequent responses regarding feedback on performance of employees. It was concluded from the findings that the majority of respondents were in agreement that OPRAS implementation is in a good stage but in need of improvement. However, a tendency to focus on minor issues by most of employers or supervisors rather than on a large picture resulted into difficulties in attaining the organisation‘s goals while perceiving OPRAS as an intellectual activity which should be done or implemented by special people. Yet, the timing of appraisals and their content should be linked to OPRAS with incentives, rewards and sanctions for the enhancement of performance.