Dissertations (Masters)-HRM-SOPAM
Permanent URI for this collectionhttp://192.168.30.20:4000/handle/123456789/174
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Item Effectiveness of OPRAS in identifying training needs: The case of President Office Public Service Management, Dar es Salaam(Mzumbe University, 2015) Mpanda, IssayaOpen Performance Review and Appraisal System (OPRAS) was introduced by PO PSM in 2004 as the system for managing performance in public service. This system replaced the Closed Annual Confidential Report System (CACRS) which was limited and largely generated one side information on employee performance, hence poor help in identification of employees training needs. The idea of needs analysis in the world today enjoys more support than ever before. This support comes from various sides and is of a varying nature and quality, there are social and economic forces that, in principle, accept the idea. Despite the fact that training or staff development in Tanzania emphasizes on the need of organization to carry out effective training needs analysis before implementation of training, very little have been achieved as there is no common way for Training Need Analysis. This situation therefore calls for a study to examine the Effectiveness of Open Performance Review and Appraisal system as the base for identifying training needs in public sector. A case study design was used and a sample of 114 respondents from PO PSM. The data collection tools were used such as interview, questionnaires, and documentary reviews. To analyze the collected data into meaningful and useful information, both qualitative and quantitative were used. The objective of the study was to investigate utilization of OPRAS data in Training Need Analysis, To investigate the involvement of employees in OPRAS process and to find out the roles of performance measurement in TNA. The sampling techniques used were stratified, simple random and purpose sampling. The general findings reveled were OPRAS generate useful data for TNA but there are number of problems which could hinder effective identification of training needs. These includes inadequate use of OPRAS and ineffective involvement of employees in OPRAS practices. So it was recommended that the management in public sector should make use of OPRAS data and information in identifying training needs.Item Challenges of implementing OPRAS among public secondary school teachers in Arusha city council(Mzumbe University, 2016) Mhando, Emmanuel JThe focus of this study was to identify the challenges encountered by public secondary school teachers in performance management particularly OPRAS in Arusha City Council. The specific objectives of the study were; to find out how OPRAS is implemented by the public secondary school teachers in Arusha City Council; to identify some challenges faced by public secondary school teachers in OPRAS implementation, to identify the strategies used by Arusha City Council to address the challenges of implementing OPRAS in Arusha City Council. The sample size was 90 respondents. Methods used to collect data were questionnaires which were provided to the respondents to be filled and then analysed. Data were analysed by applying quantitative and qualitative methods. Quantitative data were analysed by using statistical package for social sciences (SPSS) programme and presented by using tables and graphs. The research results have shown that inadequate resources, absence of feedback, absence of training and seminars on how to fill the OPRAS forms impeded the implementation of OPRAS Several recommendations and measures are suggested to improve OPRAS implementation. These recommendations included the following: adequate training and seminars, management support, OPRAS forms to be reviewed, revised to fit the demands of teacher’s cadre, provision of motivation and rewards and monitoring and reviewing to be given priority. When all these are put in place there will be effective implementation of OPRAS.Item Challenges of administering OPRAS in district councils in Tanzania: The case of Lushoto district council(Mzumbe University, 2013) Mwanaamani, MtooThe Open Performance Review and Appraisal System (OPRAS) is an open, formal, and systematic procedure designed to assist both employers and employees in planning, managing, evaluating and realizing performance improvement in the organization, with the aim of achieving organizational goals. It is expected to drive the transition from a focus on Human Resource Management to Strategic Human Resource Management. OPRAS not only adds a valuable dimension to the human resource function, it also changes the competencies that define the success of human resource professionals and practitioners in an institution or organization. The study aimed at investigating the challenges of administering OPRAS in District Councils. Its implementation aim at achieving organizational goals and is expected to maximize the production. Effective running of this appraisal was seemed to be partially implemented by public employees something that calls for an inquiry. The study was conducted at Lushoto District Council November 2012 to March 2013. In attempt to meet the objective of the study, questionnaires and interviews were carried out to the selected sample to get responses from the respondents. The findings revealed that the employees see OPRAS as good but its implementation needs some improvement to meet the expected goals. The challenges identified were setting of unrealistic budget to meet the required resources for the whole process. Budgetary leads to other challenges such as lack of integration between the supervisor and supervisee objectives on one hand and that of the organization on the other. Lack of support from the supervisor and lack of training also minimizes the efficiency of the OPRAS process. Other challenges noted from the employees were openness, selection of indicators, clear setting of goals and standards. In order to improve the situation all stake holders should act appropriately on these challenges so as to bring smooth sailing of the OPRAS implementation in Lushoto and in Tanzania at large.