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August 18, 2025Open Access

The influence of managerial decision making on employee performance: Evidence from Tanzania Electricity Supply Company limited (TANESCO), Morogoro, Tanzania

Key Points

Employee performance improved by 50.1% due to managerial attitudes and subjective norms, highlighting key influences on performance.
The study includes a sample of 211 employees from a total of 420 in TANESCO, providing robust evidence for the findings.
Cross-sectional survey methodology enabled the collection of quantitative data using questionnaires for a comprehensive analysis.
The findings emphasize the need for behavioral changes alongside structural adjustments to enhance performance in public organizations.

Abstract

Employee performance is one of the most crucial factors that must be taken into account when attempting to improve organisational performance. However, despite various reforms aiming at improving employee performance, Tanzania Electricity Supply Company Limited, Morogoro, Tanzania (TANESCO) continues to face challenges related to employee performance and operational inefficiencies. This study investigated the influence of managerial attitudes, subjective norms, and perceived behavior on employee performance in TANESCO Morogoro region, Tanzania. The research employed a quantitative study approach and used the cross-sectional survey as the study design. The study population was 420 employees, and the sample size was 211 employees. In this study, quantitative data was gathered using questionnaires and analysed using using descriptive statistics, exploratory factor analysis, correlation, and multiple linear regression with the aid of Statistical Package for the Social Sciences tool. The results showed that three constructs of the theory of planned behavior (managerial attitude, perceived behavior, and subjective norms) influenced employee performance by 50.1% as indicated by Adjusted R² = .501. All constructs were significant with, p < .001. The findings indicated that, the theory of planned behaviour can be applied in understanding managerial behaviour and employee performance. TANESCO and other public institutions should focus on fostering supportive managerial practices and reinforcing performance reforms. These behavioral interventions can complement technical reforms to enhance service delivery and institutional performance. The study comes to the conclusion that in addition to structural changes, behavioral and cultural changes are also necessary to improve performance in public organizations like TANESCO. This study suggests that in order to improve employee performance, human resource management should incorporate behavioral considerations and models.

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