Supervisors’ Commitment and the Implementation of Open Performance Appraisal Systems in Public Health Institutions

Abstract

This study investigates the impact of supervisors' commitment on the implementation of Open Performance Appraisal Systems (OPAS) in Tanzanian public health institutions. Grounded in Social Exchange Theory, the research employed an explanatory design. Data were collected via structured questionnaires from 310 employees across six national health institutions. Supervisors’ commitment was measured through goal-setting (open and self-set), communication, self-drive, and follow-up activities. OPAS implementation was assessed based on the clarity of objectives, performance criteria, efficiency, data reliability, and feedback communication. Multiple regression analysis demonstrated that supervisors' commitment has a significant positive influence on OPAS implementation, accounting for 46.2% of the variance (R² = 0.462). Self-set goals and consistent follow-ups emerged as the strongest predictors. The findings indicate that active supervisory engagement—characterized by clear goal-setting, transparent communication, and ongoing monitoring—is crucial for fostering employee motivation, accountability, and alignment with organizational objectives. We recommend enhancing supervisory training in these specific areas and addressing structural barriers to maximize the effectiveness of performance appraisal systems.