Browsing by Author "Atta, M."
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Item Eradicating extreme poverty in Africa through productive inclusion: A comparative assessment of two social protection programmes in Ghana(International Review of Administrative Sciences, 2022) Amofa, S.K.; Owusu, G.M.Y.; Bawole, J.N.; Atta, M.Ghana has experimented with two social protection programmes: the Livelihood Empowerment Against Poverty (LEAP) programme, and the Japan Social Development Fund (JSDF) pilot project aimed at reducing extreme poverty and improving the standard of living of beneficiaries. This study comparatively assessed how the LEAP programme and the JSDF-LEAP project have contributed to improving the standard of living of beneficiaries. A sample of 167 respondents, comprising 81 LEAP households, 82 JSDF-LEAP beneficiaries and four District Social Welfare Officers, took part in the study. The study findings suggest that cash transfers alone, such as the LEAP program, may not yield significant improvement in the standard of living of the extreme poor without complementary programmes such as the JSDF-LEAP project to address the livelihood and other socio-economic challenges that they encounter. The study recommends a holistic approach to tackling extreme poverty through ‘cash plus. programmes.Item Exploring The Impact Of The New Public Sector Performance Management System In Ghana(University of Ghana, 2017-06) Atta, M.Ghana has made attempts to institute an effective public sector performance management system to enhance performance, transparency, accountability and efficient service delivery in the public sector. This study sought to explore the impact and the challenges of the new Performance Management System (PMS) in public sector organizations. The study adopted an exploratory study design and was influenced by the pragmatism research paradigm. Both qualitative and quantitative approaches were used. Therefore primary data was obtained through the interviews and survey questionnaires. The principal-agent theory provided the theoretical framework for the study. Theoretical sampling and convenient sampling were used to select 18 public sector organizations for the study. Methodologically, the study collected primary data through interviews with 14 officials (mainly the heads of human resource management departments) and a survey of the views of 225 employees from 18 public sector organizations. Findings from the study reveal that the new PMS has impacted positively on the performance management processes by increasing the involvement of bureaucratic heads and their subordinates in processes of target setting, performance execution, performance assessment, and performance feedback. However, the study also found that the new PMS has failed to link employee performance to pay, rewards and sanctions. The study also identified some challenges of the new PMS such as the lack of rewards and incentives for non-executives; lack of effective supervision; inadequate understanding of the new appraisal instrument; failure to enforce sanctions for nonperformance due to fear of being victimized. The study concluded that though the new PMS is faced with some challenges, there are clear signs of positive impact on performance management processes, and for the system to be effective it would require more effort and commitment from principal agencies (PSC, FWSC, and OHCS) and the leadership of implementing agencies.