Exploring the Performance Management System at Ghana Revenue Authority

Abstract

The study sought to explore the performance management system at the Ghana Revenue Authority. The study employed the quantitative research approach. A sample size of (70) respondents were selected from relevant outfits of the Ghana Revenue Authority using the purposive sampling technique. The main instrument for primary data collection was semi-structured questionnaires. Adopting the Statistical Package for Social Sciences (SPSS), descriptive statistics and chi-square tests are used to analyze the findings. Among key findings, majority of respondents, irrespective of status indicated that they had been given key performance indicators in the discharge of their duties. The study found that employees are generally able to accomplish performance targets but observed a general deplorable performance evaluation. The study makes the following conclusions: Firstly, despite the relevance of performance management (PM) in organizational productivity, PM is yet to gain deeper grounds at the Ghana Revenue Authority. Additionally, PM is averagely implemented at GRA since a significant number of respondents indicated they are not given performance targets and appraisal results are not tied to promotion. The study recommends that performance management should be linked with other personnel functions of GRA including promotion and compensation. It is also important to ensure that performance management results are adequately communicated back to employees so that they will know where to step up and which skill and talents need to be developed and trained.