Data in Table 12.1 suggests that job seekers have high expectations on rewards and the
working environment. Where employees’ expectations through job adverts are high, it is
a problem because if such expectations cannot be met in the real job situation it leads to
employees’ dissatisfaction, low morale, and poor performance. Even where expectations
during recruitment were low, as from the very beginning there were no high expecta-
tions from both the employer and the employee, not much will be expected in terms of
real job performance.
Unfortunately, due to the way most selection interviews are conducted and the con-
tents of the questions designed, it hardly gives an opportunity to obtain data that would
reconcile employee-employer expectations in an objective manner. Where it is possible
to reconcile such expectations, it does not appear to be in the interest of both the job
seeker and the employer where job opportunities are scarce and better qualified people
do not apply for the job. However, even where expected, those who sit on the interview
panels have clear expectations of the job and the organisation they represent, some stud-
ies show that sixty nine of the respondents do not believe that members of panels are
well practiced in interviews and they conduct them poorly (Mushi 2008).
The limitations on recruitment have a negative effect on performance appraisal be-
cause of perceptions gaps in what is or should be expected of the employee and the em-
ployer after employment. Data in Table 12.2 show that most employees do not have
their expectations met when they join the public service.
Table 12.2 Employee dissatisfaction with jobs and organisations
S/N Having expectations met after recruitment % dissatisfied
1 Relatively fair remuneration^1 88.2
2 Equal reward for equal job 70.0
3 Good working facilities 61.8
4 Enough and enjoyable job 86.1
5 The future of the job and the organisation is bright 72.0
6 Career development 52.0
7 Good transport 67.6
8 Effective communication 68.0
Average 70.2Data in Table 12.2 shows that more than seventy of the employees reported that the jobs
and organisations did not meet their expectations and therefore they were very dissatis-
fied. Dissatisfaction in the job and the organisation due to failure to meet preconceived
expectations during recruitment is a strong reason for poor performance in the public
sector.
Open performance review and appraisal system
A review of the open performance review and appraisal model in Tanzania (OPRAS)
reveals that it is part of the performance management system (URT 2004). Ministries,
departments and agencies would create strategic, operational and action plans as high-
lighted in the national reform agenda within the new public management conceptual
- The ongoing reforms include salary improvements. The target was already 86.1% (URT 2004) and
still not satisfied. Currently, there is presidential commission advising on best pay packages