Microsoft Word - APAM-2 4.1.doc

framework. This facilitates the establishment of client service charters. These are prom-
ises made by public servants to the citizens to behave in a particular way and to meet a
series of self-imposed standards that meet the public’s expectations. These standards are
typically found in terms of quality, quantity, and timeliness of service delivery. This
helps to formulate service charter performance standards and targets, and the means to
achieve them. To operationalize OPRAS, each superior would sit with the subordinate
at the beginning of the year to sign performance contract that would form the basis of
the appraisal. The OPRAS system in Tanzania is shown in Figure 12.1.

Figure 12.1 Performance appraisal and review system in Tanzania

Source: constructed from guidelines and practices in Tanzanian public service.

The emphasis in this model is on the power of the participatory approach in developing
and managing job performance systems in the public service. The phrase ‘joint agree-
ment’ seen in this model is common in any performance management discourse. How-
ever, although the phrase sounds powerful and indeed convincing, we also need to be
cautions of the meaning and implications for the superior and the subordinate and also if
the phrase really does the job of ‘bringing the minds of the employer and the employee
together’ in the process of performance management. Given the outsourcing of some
public services, decentralisation and the continuous pressure from many reform strate-
gies, it is hard to tell whether there are objective and realistic job descriptions for public
servants. This also casts doubts on whether the real objectives of each job and jobholder
are ever set and known.

National reform agenda

Client service charter

Strategic, operational and action plans and targets

Joint agreement on objectives

Joint agreement on performance targets

Joint agreement on measurement

Joint agreement on support systems

Factors affecting performance

Gaps in the model? Is there

mismatch between employee

recruitment and appraisal

expectations?

RATING AND

DECISION

Continuous

reviews