Effects of 3600 performance appraisal practices in public institutions The Case of Tanzania. Food and Drug Authority (TFDA)

The study focused on assessing the effects of 3600 performance appraisal practices in public institutions especially at TFDA in Dar es Salaam, the commercial city of Tanzania. The existing problem is the poor management of employees ‘performance appraisal in public institutions, In Tanzania. The purpose was to look at the effects of the components, effects to employees and acceptability of 360-degree performance appraisal to TFDA employees. It focused on general knowledge of the performance appraisal practices, employees’ involvement in performance appraisal process, and the feed-back of appraisal practices to the performance policy. Given the nature of the research problem, the case study methods of qualitative approach were used in this study. The researcher used questionnaires, interview and carried out a documentary analysis as the means of obtaining data and elaborations from the respondents. In order to achieve its aim, self administered questionnaires were distributed to 100 respondents, out of those respondents, 96 returned their filled in questionnaire which is 96 percent of the total respondents. The analysis was performed through SPSS. The study results revealed that 360-degree performance appraisal at TFDA was not very well utilized. However, those performance appraisal practices such as self assessment, peer assessment and superior assessment have effects on individual and organization performance, although was not effectively practiced. Moreover, the main effect that some of the 3600 appraisal system did was improving communication and enhance job satisfaction for those who participated in the appraisal. This improvement in communication efforts trickled down to benefit other areas such as an increase in productivity, performance and supervisory skills. It was recommended that TFDA should use 360 performance appraisals completely on individual and departments. However, prior to launch of the 360 system, training should be given to all managers on the purpose, system, delivery and outcomes of performance appraisal. Guidance should be developed for staff receiving appraisals.