EFFECTS OF PERFORMANCE MANAGEMENT APPRAISAL SYSTEM (PMAS) ON PUBLIC SERVICE IN TANZANIA. A CASE OF PEPMIS USAGE IN DODOMA CITY COUNCIL

Abstract

This study examined the effects of the Performance Management Appraisal System (PEPMIS) on public service performance in Dodoma City Council, Tanzania, in response to concerns about weak accountability, unclear performance expectations and uneven service delivery from public servants in the public sector. The aim was to determine whether PEPMIS has effects on public service in a local government context. The study was guided by goal‑setting theory, which posit that clearly defined, measurable objectives, continuous feedback and fair evaluation processes contribute to improved performance. The study adopted a pragmatic research philosophy, as well as a mixed methods approach with an explanatory sequential design. In the first (quantitative) phase, a structured questionnaire was administered to 351 staff members selected through stratified random sampling to ensure representation of different departments and cadres. In the second (qualitative) phase, in‑depth interviews were conducted with heads of department selected purposively to provide interpretive explanations of survey patterns. Quantitative data were analysed using descriptive statistics (means and standard deviations) and a linear regression, supported by diagnostic tests for normality, homoscedasticity and construct validity (Cronbach’s alpha, KMO, Bartlett’s test and factor analysis). Qualitative data were analysed through inductive content analysis to identify recurrent themes on how PEPMIS shapes day‑to‑day management and service delivery. The findings show high employee agreement that PEPMIS clarifies performance targets, aligns individual tasks with organisational goals, enhances understanding of strengths and weaknesses, motivates improved effort and supports professional development (overall mean ≈ 4.43, SD ≈ 0.53), hence PEPMIS has effects on public service. Content analysis revealed that PEPMIS is perceived to strengthen goal setting and future planning, increase transparency and reduce bias in appraisal, facilitate continuous feedback and performance monitoring, build commitment and responsibility, identify skill gaps for capacity‑building, improve task distribution and workload management, and provide an objective basis for promotion and career progression. Regression analysis confirmed that the Performance Management Appraisal System has a positive and statistically significant effect on public service performance (Y = 0.30 + 0.23X₁), indicating that improvements in PEPMIS are associated with measurable gains in service effectiveness. The study recommends that Dodoma City Council deepen the use of PEPMIS for participatory goal alignment; enhance its developmental and feedback functions; further institutionalise fairness, transparency and grievance mechanisms; formally integrate appraisal results with training, capacity‑building and promotion decisions; and continue investing in system usability and user support, while encouraging wider replication and longitudinal evaluation in other Tanzanian public sector contexts.