Research Proposal Submitted in Partial Fulfilment of the Requirements for Award
of the Degree of Master of Business Administration – Corporate Management of
Mzumbe University
Notwithstanding the habitual practice of annual appraising employees’ performance, in
most cases, results are not systematically utilized to address both employees’ career
development and organization growth. This frustrates employees by limiting their
professional growth and increase in their income (growth in one’s career normally
translates in increase in one’s income). Frustrating workforce always results into stunted
productivity which consequently curbs organization’s growth. In a country as poor as
Tanzania, sectors performance and growth are of paramount economic importance. For
employees to potentially contribute to the growth of the sectors and themselves, they
must be objectively monitored and evaluated.
The main objective of this study was to evaluate the role of performance appraisal
system on individual workers performance in public organizations. In order to address
the main objective, this study strived to determine the role of OPRAS in improving
performance of employees in public organizations; employers and employees' level of
satisfaction regarding application of OPRAS as a sole performance appraisal system for
public organizations; and, ways to improve the undertaking and methodology of OPRAS
in order to improve openness, objectivity and satisfaction of both employers and
employees in participating in the appraisal exercise.
The study was designed to be an interpretive/constructivist study. It was designed to
understand perception of both employers and employees on the role of the OPRAS in
improving the productivity of public organizations. The total number of all respondents
was 100, who included staff working in the different departments, sections and units at
the Tanzania Port Authority, Office of Tanga Regional Commissioner and Tanga City
Council. Primary data was collected through focus-group discussions, informal
discussions, in-depth interviews and questionnaires from key informants from target
organizations. Secondary data was obtained through academic journals, book reviews,
official reports, internet, and newspapers.