Department of Organisation and Human Resource Management
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Item Assessing Project Management Maturity in Africa: A Ghanaian Perspective(International Journal of Business Administration, 2013) Ofori, D.; Deffor, E.W.The level of project management awareness and recognition of the standards and knowledge sharing among professionals is on the rise. Despite this many projects continue to fail. Ameliorating project failure requires project management maturity among practitioners. Project management maturity is the progressive development of an enterprise-wide project management approach, methodology, strategy, and decision-making process. To ascertain the level of maturity among project-oriented organizations in Ghana the following research questions were raised: Is the concept of PM maturity understood in Ghana? What are Project Management Maturity levels in Ghana? What maturity models are in use? Are there differences in project management maturity levels in industries in Ghana? The study was exploratory and utilized a questionnaire survey method to collect data on project management Maturity in Ghanaian organizations. Purposive sampling was used to select a sample of 200 managers from different economic sectors. The findings showed that differences exist in the current project management maturity levels across each phase of the project life cycle for all organizations. The study also showed that most of the practitioners expect their respective organizations to attain higher levels of project management maturity (PMM) albeit at various levels. Organizations operating in the non-profit (NGO) category exhibited relatively higher levels of maturity compared to the other categories of organizations in all five phases of the project management life cycle. Firms in the public sector of Ghana recorded low levels of maturity in most of the phases of the project management life cycle. This may be attributed to the low level of project management expertise in the sector, with possible dire consequence to the country’s development since the public sector accounts for a large percentage of projects executed in Ghana. Overall, the findings seem to indicate that project management maturity occurs in phases; PM maturity does not occur as an event but is an ongoing process that is interlinked. The implication therefore is that organisations cannot claim to be mature in one area and neglect the other; it becomes imperative for project-implementing organizations in Ghana to strive to attain maturity in all five phases of the project management life cycle to attain the full benefits of the projects they implement.Item Adversity or Opportunity? Exploring the Effect of COVID-19 on Ghana’s Informal Economy(2021) Anku-Tsede, O.; Arthur, R.This study purported to explore the effect of the COVID-19 pandemic on the informal sector in Ghana. Particularly, the study sought to explore the nature of adversity, opportunities arising from the pandemic and remedial measures. The study adopted a mixed method and used a sample of 186 small-scale business owners and operators. The study found that the major driver of people into the informal sector were the lack of job opportunities in the formal sector rather than the need to evade government regulations. The adverse effects of the pandemic on informal businesses included lowered sales, shortage of supplies and closure of businesses. However, there were opportunities for informal businesses propelled by business diversification and technology. The study recommended the need for government to support and protect the informal sector to enhance mutual revenue generation amidst this pandemic.Item Mediation role of diversity climate on leadership and job satisfaction in the Ghanaian public sector(World Journal of Entrepreneurship, Management and Sustainable Development, 2020-05-15) Anlesinya, A.; Mickson, M.K.; Malcalm, E.Purpose This study examines the mediation role of diversity climate in the relationship between transformational leadership, transactional leadership and job satisfaction from the two-factor perspectives of intrinsic and extrinsic job satisfactions among local government servants in Ghana. Design/methodology/approach The study uses cross-sectional data from 322 employees in local government service of Ghana in the Greater Accra Region using purposive and stratified sampling methods. Bootstrapping method of mediation estimated using structural equation modelling is employed to test the hypothesized relationships. Findings The results find a differential effect of leadership behaviours on intrinsic and extrinsic job satisfaction, where transformation and transactional leadership relate positively to intrinsic and extrinsic job satisfaction respectively. Furthermore, the empirical findings reveal that diversity climate has mediated the relationship between transformational leadership and intrinsic job satisfaction, implying that diversity climate is an important process through which transformational leadership behaviours can elicit intrinsic job satisfaction among local government servants. Surprisingly, however, diversity climate does not serve as an important transmission mechanism in the relationship between transactional leadership and extrinsic job satisfaction. Practical implications This means that public sector leaders or managers can improve intrinsic job satisfaction among local government servants and by extension public sector employees by creating an ideal climate for diversity by transforming the work environment through leadership, specifically, transformational leadership behaviours. Originality/value Although studies abound on the link between leadership behaviours (transformational and transactional) and job satisfaction, the mediating effect of diversity climate as a mechanism in this relationship is very scarce and rare to find. Hence, our study has made original contributions to theory and practice by highlighting the role of diversity climate in converting leadership behaviours, specifically; transformational leadership into creating intrinsically satisfied workers in the public sectorItem Benevolence and Negative Deviant Behavior in Africa: The Moderating Role of Centralization(Journal of Business Ethics, 2019-11-16) Zoogah, R.B.; Zoogah, D.B.The growing interest in Africa as well as concerns about negative deviant behaviors and ethnic structures necessitates examination of the effect of ethnic expectations on behavior of employees. In this study we leverage insight from ethnos oblige theory to propose that centralization of ethnic norms moderates the relationship between benevolence expectations and negative deviant behavior. Using a cross-sectional design and data from two countries (Ghana: n = 328 and Botswana: n = 100) as well as moderation and cross-cultural analytic techniques, we find support for three-way interactions where the relationship between benevolence and negative deviant behavior is moderated by centralization and culture. We discuss the implications of the findings which support the dynamic perspective of management in Africa.Item Talent management research in Africa: towards multilevel model and research agenda(African Journal of Economic and Management Studies, 2019-06-19) Anlesinya, A.; Amponsah-Tawiah, K.; Dartey-Baah, K.Purpose – The purpose of this paper is to systematically review talent management research in Africa with the aim of developing a multilevel talent management model and defining future research agenda. Design/methodology/approach – A systematic literature review is performed utilising studies published on the topic from 2008 to 2019 in various research databases. Findings – The findings highlighted various talent management contributions and challenges in the African context. They further revealed major issues with the nature of research method adopted in talent management research in Africa. Moreover, contextually, apart from Southern Africa sub-region, talent management research is highly under-researched in the North African, West African and Eastern African sub-regions of the continent. Therefore, talent management research in Africa can be described as being at an embryonic stage. Practical implications – Effective talent management has significant transformative and growth power through its varied positive contributions. Talent management in Africa is faced with numerous organisational and macro-level challenges and requires attention from relevant stakeholders, if African talents are to be harnessed to facilitate the development of the continent. Originality/value – This systematic review on talent management is the first of its kind focusing solely on Africa. Also, this study contributes further evidence by proposing a multilevel talent management model based on the synthesised evidence since multilevel research in the field of talent management is very limited.Item Antecedents and outcomes of telecom reputation in Ghana(International Journal of Services, Economics and Management, 2018-01) Anlesinya, A.; Bukari, Z.; Bonuedi, A.A.; Mickson, M.K.; Brefo-Manuh, A.B.; Nyanyofio, G.J.N.T.Although reputation management has gained significant research attentions, the success of particular reputation management strategies in one context or industry does not guarantee their applicability in another place due to differences in culture and other context-dependent characteristics. Hence, this study investigated the antecedents and outcomes of telecom reputation in Ghana's telecommunication industry. Survey data from 534 adult mobile phone users were analysed using factor analysis and multiple regressions. Research findings revealed that the antecedents of telecom reputation in the Ghanaian telecommunication industry are: corporate social responsibility (CSR), customer orientation, perceived employer attractiveness, and perceived service quality. The mean ranking further revealed that CSR is the highest contributor while customer orientation is the least in the formation of positive telecom reputation. Moreover, findings showed that customer satisfaction is a major outcome of telecom reputation and its antecedents. The study adds to the literature by developing a model of antecedents and outcomes of telecom reputation in a developing economy, with significant practical implications for telecom reputation management.Item Corporate social responsibility: is it an alternative to government?(Emerald Group Publishing Limited, 2016) Tuokuu, F. X. D.; Amponsah-Tawiah, K.Purpose – Corporate social responsibility (CSR) has gained global prominence in recent years. This is because businesses have seen the need to consider the interests of stakeholders not only to enhance their corporate image but also to live good neighbourly lives with the communities in which they operate. The purpose of this paper is to examine the value of engaging stakeholders and recommend multinational corporations not to take over the governance of countries in which they operate as a result of their nancial muscle but to play complementary roles to help in the development of those countries. Although CSR is no longer new in Africa according to recent studies, it is suffering from identity crisis, as it has been used generally and severally to refer to different issues. This conceptual paper discusses the notion of CSR practice in Africa and the major issues and debates around it. It looks at the role of government and civil society organisations that are at the forefront playing watchdog and vigilante roles for the benet of the society. Design/methodology/approach – This is a conceptual paper. Findings – The paper argues that business and society cannot exist without working together and that responsible business is key to sustainable development. It traces the roots of CSR and the emergence of the concept. It advises that what is required in Africa is for the media and civil society organizations to play watchdog and vigilante roles in ensuring that businesses are socially responsible, accountable and transparent. If governments and businesses are transparent and accountable, then the citizens become the greatest beneciary. The prot margins of businesses will also increase and there will be sustainable development. The paper also indicates that the concept of CSR is gaining grounds in Africa and is no longer new as indicated by previous studies. It recommends that Africa should have its own CSR programmes designed to t into the African setting. The paper examines the major issues and debates on CSR and concludes that any attempt to introduce uniform laws to ensure responsible business operations universally will not work as situations differ from country to country. The overreliance on corporate entities, particularly Multinational corporations (MNCs) and transnational corporation (TNCs), for the direct development of African economies is not sustainable, as these corporate entities cannot continue to full these obligations meant for the development of infrastructure and still be expected to provide basic amenities for communities under the guise of fullling CSR. This process of national development is unsustainable. Originality/value – The paper recommends a multi-stakeholder approach in designing and implementing CSR programmes. The government, civil society, community and the company should collaborate and constantly have stakeholder engagements as that are the only way of attaining a win-win benet. MNCs and TNCs should see the government and other stakeholders as partners in development and not lord it over them as a result of their nancial muscle. It is recommended that morItem Exploring the limits of Western Corporate Social Responsibility Theories in Africa(2011) Dartey-Baah, K.Corporate Social Responsibility (CSR) is about the relationship of organisations with society as a whole, and the need for organisations to align their values with societal expectations. Generally, CSR practice in Africa is thought to be adopted from Western business theories although there is evidence to suggest that Western CSR theories are not totally applicable in Africa. This is due to differences in drivers or causes of CSR in the West and in Africa, as well as cultural and managerial traits in Africa. This paper explores the limits of Western CSR Theories in Africa and argues that improved ethical responsibilities, incorporating good governance should be assigned the highest CSR priority in developing countries. It further adds that increased legislation, change in CSR priorities and the application of indigenous CSR theories such as Ubuntu, African Renaissance and Omuluwabi are means of countering the limits of Western CSR theories in Africa. Keywords: CSR, Western CSR Theory, Africa, Ubuntu, African Renaissance, OmuluwabiItem Effective leadership and sustainable development in Africa: is there “really” a link?(2014) Dartey-Baah, K.Purpose – The paper aims to review the concept of leadership as practiced in the West and in Africa, and goes on to establish the link between these two approaches and sustainable development in Africa. It does this with the view of assessing their implications for the attainment of sustainable development on the continent through a developed leadership–impact– effect conceptual model. Design/methodology/approach – In seeking to achieve its purpose, the paper uses a literature review approach to assess the leadership orientation in the West (particularly in relation to effective leadership) as against the studied leadership situation prevalent in the African continent to find out their impact on development (sustainable). Findings – Findings from the paper reveal a great disparity between the leadership situation in the African continent and the attainment of sustainable development. It also affirms a link between effective leadership approaches, like the transformational leadership approach, and the attainment of sustainable development. Practical implications – Based on the findings, it is recommended that African leaders resort to effective leadership styles, with a great emphasis on the transformational style, which integrate creativity, vision and participation, as it attempts to create sustainable development for the citizenry in the continent. Originality/value – The paper demonstrated the relevance of effective leadership in ensuring sustainable development in Africa and as a tool for achieving economic growth and development. Keywords Culture, Sustainable development, Africa, Effective leadership Paper type Conceptual paperItem Corporate Social Responsibility in Ghana(2015) Amponsah-Tawiah, K.Corporate Social Responsibility (CSR) an ethical, non-legislative, non-forcing approach to promoting responsible behaviours within organisations employs the central route of persuasion which consists of thoughtful considerations of arguments to achieve desired results. Studies suggest that attitudes that change through persuasion are more likely to persist temporally, resist counter persuasion and are more likely to predict behaviour (Petty & Cacioppo, 1986). It is therefore worthwhile examining the usage of the CSR concept in Ghana particularly in the mining industry where it enjoys some popularity. This paper defined CSR as the strategic decision of an organisation to voluntary act upon the social factors that have the potential of militating against the fulfillment of corporate goals and examines the CSR concept in the Ghanaian mining industry. In Ghana the concept has tended to focus on the external environment to the neglect of the internal environment from where employees operate.