In Ghana, the Metropolitan, Municipal and District Assemblies (MMDAs) are the highest political, legislative, budgeting and planning authority at the grassroots (Ahwoi, 2010). The local government Act (Act 462) of the 1992 Constitution of Ghana mandates the Metropolitan, Municipal and District Assemblies to formulate and execute plans and programmes for effective mobilization of resources necessary for the overall development of the local area. They are to provide effective and quality services to the local people in the areas of health, education, water, sanitation, electricity, and roads (Ahwoi, 2010). One major goal of decentralization in Ghana is to strengthen the MMDAs with the overall objective of improving political participation and engagement from below to make a difference in local community development and poverty reduction. Paradoxically, even though Ghana's decentralization process is greatly hailed as a success (Awortwi, 2010), its ability to deal with local community developmental needs continue to lie in a balance owing to great apathy, low level employee commitment, lack of organizational citizenship behaviour, inter-agency conflict, poor leadership among others which affects employee and organizational performance (See: Ahwoi 2010b; Ahwoi 2010a; Sakyi et al. 2011). This brings to the foe the importance organizational commitment (OC), organizational citizenship behaviour (OCB) in achieving high level employee performance (JP).The relevance of organizational commitment (OC), particularly the emotive dimension, in enhancing employee performance explains why it is one of the most commonly researched variables in organizational literature (
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