Browsing by Author "Mensah, J.K.,"

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    Local economic development in Ghana: From the ‘lost decades’ to a policy ‘maturing’ stage
    (Taylor & Francis, Informa UK Limited, 2017-04-28) Mensah, J.K.,; Nyigmah, B. J.,; Ahenkan, A.
    Analysis and studies of local economic development (LED) tend to be under the rubric of case studies to the neglect of their historical context and the role of international development agencies. This article attempts to fill this gap by focusing on the experiences of Ghana. Adopting a systematic review of the policy documents and existing literature, it was found that, despite its significance, LED was not the priority of the governments of pre and post immediate independence era. In the fourth republic of Ghana, LED gained prominence in the various policy documents but this appears to be rhetoric and camouflage because they have not seen real implementation. However, international development agencies have played a significant role in initiating, funding and implementing specific LED activities in the various districts in Ghana. Overall, LED in Ghana has crawled from the ‘lost decades’ to a policy ‘maturing stage’.
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    Person-Job Fit Matters in Parastatal Institutions: Testing the Mediating Effect of Person-Job Fit in the Relationship between Talent Management and Employee Outcomes.
    (International Institute of Administrative Sciences, 2017-07-24) Mensah, J.K.,; Bawole, J. N.
    This article responds to recent calls for research examining the mechanisms through which talent management affects talented employee outcomes. Drawing insights from attraction–selection–attrition and ability, motivation and opportunity theories, the article examines one such mechanism, person–job fit, through which talent management influences talented employees’ affective commitment and quit intentions in parastatal institutions in Ghana. A sample of 232 talent pool members was used to test a partial mediation model using structural equation modelling. Our findings suggest that talent management has not only a direct effect, but also an indirect effect, on talented employee outcomes of affective commitment and quit intention via person–job fit. Implications of these finding are discussed.