The study aimed to investigate the relationship between organizational environment antecedents and their impact on performance management among local government authorities and to further understand the role of the stakeholder and political support in the performance monitoring and review of local governments. The study used quantitative research design techniques in the data collection phase between May and August 2017 in the Greater Accra Region of Ghana. The sample included 850 middle level and senior managers of the Local Government Service. Multiple regression was used to analyze the data. The results of the findings indicate that there is a strong relationship between two organizational environment variables: “stakeholder participation”, political support, and performance management providing a variance of 31.8 percent of the changes in the dependent variable. However, the findings further suggest that stakeholder participation was a better predictor of performance management than political support. Additionally, employees’ age, gender, and organizational size were statistically significant in the model fit. This study is one of the first of its kind to link two organizational environment indicators (stakeholder support and political support) and their effect on two performance management dimensions (performance monitoring and evaluation, and performance review). Also, few studies have used the structural contingency theory in explaining the influence of the environment on internal business processes of organizations in the performance management literature.

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The benefit of performance management is to have value for money and make local authorities more responsive to the needs of the grassroots. Therefore, the study addresses the perceived challenges which have been taken-for-granted in institutionalising performance culture at the local level in the context of sub-Sharan Africa. The purpose of this research is to investigate the progress and challenges affecting the institutionalisation of performance management in local government authorities to understand how these impediments impacts on performance culture in local governance. Using two major secondary data sources from Local Government Service, the study analyzes the contents of four key performance areas and the performance rating of local government authorities in Ghana . The study finds evidence to support that performance management may be an alternative tool to enhance the performance of local authorities. However , insufficient resource allocation, the absence of performance improvement programs and involvement of employees remains a challenge.

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There is mixed evidence that low levels of productivity at the local government level are not common with organizations with strong cultures as these are less prone to any externalities. The paper investigated the link between organizational culture and employee productivity from the perspectives of employees of the Sekondi-Takoradi Metropolitan Assembly (STMA) in Ghana. The study used the quantitative approach with descriptive and cross-sectional designs. The simple random and stratified sampling techniques were used to select 132 respondents from the STMA using a self-administered survey questionnaire between August 2020 and December 2020. Denison’s 1984 model of organizational culture was adopted to measure organizational culture while employee productivity was measured by target achievement, available resources and hours of work in a week. With the support of the “SPSS version 22,” the study used descriptive statistics, bivariate analysis and ANOVA tests with hypotheses using standard regression methods. The findings indicate a strong and positive culture of mission, involvement, adaptability and consistency in the STMA. Further, two hypotheses of the study were supported while one hypothesis failed to reject the null hypothesis. However, the relationship between the culture of adaptability and employee productivity was negative but statistically significant; hence, the research hypothesis on this variable was modified to reject the null. Denison’s culture model, which was used to measure organizational culture, was less effective in explaining the variance in the dependent variable as a combined variable.