Performance Management in Public Offices in Tanzania
Objectives of any ministry or organization would be expected to be set by the top leadership/manageme nt, and these cascade all the way down to the people on the floor workshop. It needs to be structured such that the outcome of such objectives are clear, with realistic targets and measures in place, so that team members gets to enlist what of their periodical activities (say monthly) will contribute to the overall outcome objective. If everyone in the chain of command does this, then the principles of Performance Management will be in place. Another measure required is to link the Performance outcome with rewards and recognition where deserved, and development opportunities or even disciplinary actions or dismissal as appropriate. The key is to ensure the process of setting these objectives is participatory, with clear steer from the leadership, and that all objectives are specific, measurable, achievable, realistic and time bound.
Performance management need not to be used as a punitive tool for those not delivering. Otherwise you will only be creating a culture of resentment. It ought to be used as a tool for developing individuals and their teams, and get the best out of people. It does not mean the system can at times get applied inappropriately.
I once recall reading in the print press in Dar Es Salaam, the then Objectives of the office of the Prime Minister (when Edward Lowassa was a Premier), and was surprised to see how vague they were. We can't keep passing the blames to the Public officials without giving a clear strategic and tactical direction on how the Performance Management is to be done, provide the necessary training to the personnel and line managers, and actually stick to the plan. If not in place, the government and all Public institutions should all ensure to have robust Performance Management process in place, with process owner and clear lines of appropriate responsibilities and accountability.
Temu, A.B.S © 2009
Objectives of any ministry or organization would be expected to be set by the top leadership/manageme nt, and these cascade all the way down to the people on the floor workshop. It needs to be structured such that the outcome of such objectives are clear, with realistic targets and measures in place, so that team members gets to enlist what of their periodical activities (say monthly) will contribute to the overall outcome objective. If everyone in the chain of command does this, then the principles of Performance Management will be in place. Another measure required is to link the Performance outcome with rewards and recognition where deserved, and development opportunities or even disciplinary actions or dismissal as appropriate. The key is to ensure the process of setting these objectives is participatory, with clear steer from the leadership, and that all objectives are specific, measurable, achievable, realistic and time bound.
Performance management need not to be used as a punitive tool for those not delivering. Otherwise you will only be creating a culture of resentment. It ought to be used as a tool for developing individuals and their teams, and get the best out of people. It does not mean the system can at times get applied inappropriately.
I once recall reading in the print press in Dar Es Salaam, the then Objectives of the office of the Prime Minister (when Edward Lowassa was a Premier), and was surprised to see how vague they were. We can't keep passing the blames to the Public officials without giving a clear strategic and tactical direction on how the Performance Management is to be done, provide the necessary training to the personnel and line managers, and actually stick to the plan. If not in place, the government and all Public institutions should all ensure to have robust Performance Management process in place, with process owner and clear lines of appropriate responsibilities and accountability.
Temu, A.B.S © 2009
