Please use this identifier to cite or link to this item: http://hdl.handle.net/123456789/21932
Title: Performance Management Implementation in Ghana’s Local Government System: Evidence from the Sefwi Wiawso Municipal Assembly
Authors: Ahenkan, A.
Tenakwah, E.S.
University of Ghana, College of Humanities Business School Department of Public Administration and Health Service Management
Keywords: Performance Management Implementation
Ghana’s Local Government System
Sefwi Wiawso Municipal Assembly
Issue Date: Jun-2015
Publisher: University of Ghana
Abstract: Performance management remains a test for numerous organizations. The study sought to investigate performance management implementation in Ghana’s Local Government using the Sefwi Wiawso Municipal Assembly as a case study. Specifically, the study investigated 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. The study adopted a qualitative approach and was undertaken from an interpretivist perspective as this offered explanations to the implementation of performance management systems in the Assembly from the perspective of both the heads/supervisors and their subordinates. The specific design that was adopted is case study. The primary data were gathered through in-depth interviews conducted. Twenty (20) heads of departments and employees were selected and interviewed. A purposive sampling technique was used in selecting the interviewees. The data gathered from the interviews was analysed using the Miles & Huberman (1994) approach to qualitative data analysis. The study reveals that, to some extent the performance management system has not been effective as the focus of most supervisors has always been limited to appraising the employee which has become an annual ritual for employees and their supervisors. The revealed challenges include wrong design, poor communication, poor integration, low commitment by the top officials, absence of training, inadequate capability for setting clear objectives and goals, cultural issues, absence of rewards for good performance, financial constraints, weak and highly bureaucratic management systems and others. The study therefore concludes that though the Assembly has not been able to fully implement its performance management system to the expectation of all stakeholders, it has the opportunity to turn it fortunes around by adopting a complete and an all-inclusive system which will not only serve the interest of the Assembly but that of the employees as well.
Description: Thesis(Mphil)-University of Ghana, 2015
URI: http://hdl.handle.net/123456789/21932
Appears in Collections:Department of Public Administration and Health Service Management



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