Performance management implementation challenges in Ghana’s local government system

Abstract

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.

New Public Management in the Developing Countries: Effects and Implications on Human Resource Management

“…These reforms involved creating systems and procedures for developing and evaluating public servants, particularly at the leadership level, unifying a comprehensive framework of public administration and its strategy of rewarding and punishing good and poor performance, respectively. Other ongoing public services improvements included emphasising public managers and employees (Ahenkan et al, 2018).…”

“…Nevertheless, research on the implementation of NPM reforms in developing countries has been investigated from the perspectives of multiple entities. These entities consist of the federal public organisations (Zahra & Jadoon, 2016), local government (Ahenkan et al, 2018;Guga, 2018;Ikeanyibe, 2016;Mussagulova & Van der Wal, 2019;Nyamori & Gekara, 2016;Tioumagneng & Njifen, 2019;Ukeje et al, 2020), health sector (Bobe et al, 2017;Errami & Cargnello, 2018;Mostafa, 2016;Powell-Jackson et al, 2019), education and transport sectors (Bhiwajee & Garavan, 2016), government ministries (Bianchi & Xavier, 2017;Gupta et al, 2018;Shaheen et al, 2017), and the central government (Osei-Kojo, 2017;Ramos & Milanesi, 2020;Sarker & Al Athmay, 2018;Siddiquee et al, 2019;Sutheewasinnon et al, 2016;Turner et al, 2019;Ustuner & Yavuz, 2018;Vu et al, 2019).…”

“…These aspects are presented in Table 1. (Bhiwajee & Garavan, 2016;Errami & Cargnello, 2018;Guga, 2018;Mostafa, 2016;Powell-Jackson et al, 2019;Sarker & Al Athmay, 2018;Tioumagneng & Njifen, 2019;Ustuner & Yavuz, 2018;Vu et al, 2019;Zahra & Jadoon, 2016) Efficiency (Bianchi & Xavier, 2017;Errami & Cargnello, 2018;Guga, 2018;Nyamori & Gekara, 2016;Osei-Kojo, 2016;Sarker & Al Athmay, 2018; journal.ump.edu.my/jgi ◄ NPM aspect Source Siddiquee et al, 2019;Sutheewasinnon et al, 2016;Turner et al, 2019;Ustuner & Yavuz, 2018;Zahra & Jadoon, 2016) Performance management system (Ahenkan et al, 2018;Bianchi & Xavier, 2017;Bobe et al, 2017;Errami & Cargnello, 2018;Guga, 2018;Ikeanyibe, 2016;Mussagulova & Van der Wal, 2019;Nyamori & Gekara, 2016;Osei-Kojo, 2016;Ramos & Milanesi, 2020;Sarker & Al Athmay, 2018;Siddiquee et al, 2019;Sutheewasinnon et al, 2016;Tioumagneng & Njifen, 2019;Turner et al, 2019;Ustuner & Yavuz, 2018) Accountability (Ahenkan et al, 2018;…”

Strategy for Improving the Implementation of Performance Accountability System for Government Institution (SAKIP): A Case Study in the Directorate General of Human Settlements (Ditjen Cipta Karya), the Ministry of Public Works and Housing, Indonesia

“…Referring to previous studies, there is limited research related to the relationship among problems in performance management or how the problems occur as the majority of studies only deal with the problems that already occur (Ahenkan et al, 2018;Chandrasekar, 2008;Davies, 1999;de Waal and Counet, 2009;Hatry, 2002;Ohemeng, 2009;Poister, 2010). In addition, there is few studies at the Echelon I Organizational Unit at the ministry establishing a novelty for this research.…”

Administrative leaders as institutional entrepreneurs in developing countries: A study of the development and institutionalization of performance management in Ghana's public service

“…Since the early 1990s, the Government of Ghana (GoG) has on numerous occasions attempted to develop and implement a PM system to manage performance in the public sector (Ahenkan, Tenakwah, & Bawole, 2018). A careful examination of all these attempts unfortunately shows that institutionalizing PM in the sector has not been easy and until recently a mirage (Ohemeng, 2011).…”