Purpose The purpose of this paper is to investigate the current performance management system of the Sefwi Wiawso Municipal Assembly as well as the challenges faced by the Assembly in implementing its performance management system. Design/methodology/approach The specific design that was adopted is the case study approach. The primary data were gathered through in-depth interviews. In total, 20 heads of departments and employees were purposively sampled. The data gathered from the interviews were analysed using Miles and Huberman’s (1994) approach to qualitative data analysis. Findings The paper reveals that the performance management system of the Assembly has not been effective. The study also reveals poor communication, poor integration, low commitment by the top officials, absence of training, inadequate capacity for setting clear targets and objectives, and measuring and evaluation criteria for performance assessment, cultural issues, absence of rewards for good performance, financial constraints, weak and highly bureaucratic management systems as challenges facing performance management system of the assembly. Practical implications This study indicates that the training of supervisors and the linking of performance management systems with reward and recognition are key to ensuring an effective implementation of the performance management system of the Assembly. Originality/value This paper contributes to literature by examining the performance management system of the Sefwi Wiawso Municipal Assembly in the Western Region of Ghana by describing and drawing lessons from local government experiences in the implementation of performance management systems in developing countries.

Purpose Retaining talents has been a significant issue for companies globally. Recent statistics suggest that the trend is rising at an alarming rate. This paper aims at examining these statistics, the driving factors, and how organisations can deal with this issue to retain current employees and to attract prospective employees. Design/methodology/approach This paper discusses the drivers of these high turnover rates and the associated costs. Based on these, suggestions on how to retain and attract talents are offered. Findings The evidence available illustrates that employee turnover continues to hamper the growth of companies and can pose existential threats to these companies. It also suggests that listening to concerns or reasons accounting for the exit of employees can go a long way to reduce the current trends. Practical implications The suggestions presented in this paper highlight the possibility of curbing the high rate of turnover. By taking these suggestions, organisations can avoid the enormous costs associated with employee turnover while building a healthy organisation for their employees. Originality/value This work is timely given the high rate of turnover recorded worldwide, even during the pandemic.

The impact organisational reputation has on employee attitude is very crucial to the fortunes of any organisation, and employees are the fuel that runs the engine of the organisation, and it is believed that their attitude towards the organisation creates a positive performance for the organisation. This study, therefore, sought to determine organisational reputation and the impact on employee attitude by determining the contribution of employee in achieving the reputation of the organisation. The type of research design was a survey, and it relied on secondary information such as reviewing available literature and primary data through the dissemination of questionnaires. The findings suggests that employees contribute earnestly and effectively to organisations reputation, and this creates an enabling environment for creativity and growth, as employees see themselves as stakeholders who play part in the achievement of organisations reputation to the market. It was also revealed that when employees are taken for granted, they become dissatisfied and apathetic, which is likely to adversely affect organisational performance and goes a long way to drag the image of the organisation into the mud. It is recommended that employees' feelings are sought on matters that affect their lives and work, and they should work under conducive and healthy environments as this would give employees the feeling that their employers are concerned about their wellbeing, and this builds a positive attitude to work within employees who in turn work to achieve the goals of their organisation.