Implementation of the Open Performance Review and Appraisal System in improving the performance of public service employees in selected Councils in Tanzania

Abstract

This study examined the implementation of the Open Performance Review and Appraisal System (OPRAS) within local government authorities in Tanzania, focusing on its impact on employee promotion and demotion, as well as its role in service delivery in Arusha City Council and Dodoma City Council. Using the New Public Management (NPM) theory, the research evaluated the extent to which OPRAS has been implemented across these urban local authorities. A mixed-methods approach was employed, combining a survey questionnaire, semi-structured interviews, and a document review. Quantitative data were analysed with descriptive statistics, while qualitative data underwent content analysis. The findings showed a relatively high level of OPRAS implementation, indicating that the system significantly promotes high-performing employees, demotes those with consistently poor performance (when enforced strictly), and improves public service delivery in the studied councils. However, ongoing challenges related to training, resource allocation, and institutional support were identified as limiting factors. The study recommends that the government institutionalise regular, comprehensive training programmes for public employees on the objectives, processes, and benefits of OPRAS. Additionally, policymakers are urged to review and strengthen relevant policies and strategies to facilitate more effective implementation. Training for political leaders to enhance their awareness and commitment to performance management, coupled with timely and adequate budgetary disbursement specifically earmarked for OPRAS activities, is equally essential for sustaining and improving the system’s effectiveness in Tanzanian local government authorities.