Performance Management in Public Sector Enterprises: A Case Analysis of Employees’ Perceptions in the Electricity Company of Ghana (ECG)

Mmieh, Frederick; Mordi, Chima; Singh, Satwinder; Asiedu-Appiah, Felicity

doi:10.1080/15228916.2011.621847

Cited by 9 publications

(8 citation statements)

References 20 publications

(19 reference statements)

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“…This sociocultural dimension has encouraged a centralized communication pattern and decision-making in most organizations. For example, in Ghana, employees find it difficult to communicate directly to their superiors, and this stems from a cultural trait where most managers fail to tolerate dissenting views (Mmieh, Mordi, Singh, & Asiedu-Appiah, 2011). This is consistent with the description by Appiah-Opoku and Mulamoottil (1997) of the Ghanaian indigenous institutions: as they put it, managers are seen as the ''father figure'' who must be obeyed and given due respect.…”

Section: The Research Contextmentioning

confidence: 50%

Current and Desired Employee Communication Patterns in Sub-Saharan Africa: Empirical Evidence on Four Ghanaian Organizations

Abugre

2013

Journal of African Business

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In this study, the author explores employees' expectations of organizational communication patterns including internal communication behavior in organizations. In-depth interviews of employees and managers were used as data from four Ghanaian organizations. Results show that employees want a change from the current pattern of overcentralized communication system in organizations to a more horizontal interpersonal communication. Findings also show the importance of effective and interpersonal communication as processes that can affect employees' attitude to work. Additionally, results show that aspects of national culture, structures and systems, and management practices influence the pattern of communication in organizations. The results suggest that work organizations would thrive only if both managers and employees work collectively as a team and understand each other through effective communication media institutionalized in the various organizations.

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Section: The Research Contextmentioning

confidence: 50%

Current and Desired Employee Communication Patterns in Sub-Saharan Africa: Empirical Evidence on Four Ghanaian Organizations

Abugre

2013

Journal of African Business

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“…The insufficient resource allocation such as the DDF and the DACF did impede MMDAs to meet 80 percent of their annual action plans. For those MMDAs who could not generate enough internal funds were seriously affected by the irregular flows of these resources (Akudugu, 2013;Mmieh et al, 2011;Heinrich, 2007).…”

Section: Discussionmentioning

confidence: 99%

“…The experimentation with performance-related reforms shows six features of the new public management (NPM) reforms (Domfeh, 2004;Ohemeng, 2011;Simpson and Buabeng, 2013). For example, market-orientation, efficiency, effectiveness, performance-based results, transparency and accountability practices have been implemented in the public sector (Ayee, 2001;Mmieh et al, 2011) The purpose of these reform initiatives was to ensure that government organisations deliver on rational economic goals of government and make public managers more accountable in the use of public resources. Research indicates that the attempt to institutionalise performance culture dates backs to the structural adjustment era (Ayee, 2001;Dodoo, 1997;Domfeh, 2004;Rhodes et al, 2012).…”

Section: Institutionalizing Local Government Pm In Ghanamentioning

confidence: 99%

Performance Management as an Alternative Tool for Local Governance: Evidence from Ghanaian Local Government Sector

Abane

Phinaitrup

2017

IJHRS

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The benefit of performance management is to have value for money and make local authorities more responsive to the needs of the grassroots. Therefore, the study addresses the perceived challenges which have been taken-for-granted in institutionalising performance culture at the local level in the context of sub-Sharan Africa. The purpose of this research is to investigate the progress and challenges affecting the institutionalisation of performance management in local government authorities to understand how these impediments impacts on performance culture in local governance. Using two major secondary data sources from Local Government Service, the study analyzes the contents of four key performance areas and the performance rating of local government authorities in Ghana . The study finds evidence to support that performance management may be an alternative tool to enhance the performance of local authorities. However , insufficient resource allocation, the absence of performance improvement programs and involvement of employees remains a challenge.

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“…Effective EPMS measures the performance of an employee and formally achieve organizational effectiveness (Den Hartog, Boselie, & Paauwe, 2004). The vital objective of an EPMS is to abet the employees in achieving the organizational vision, mission, strategies, and objectives (Ukko, Tenhunen, & Rantanen, 2007;Mmieh, Mordi, Singh, & Asiedu-Appiah, 2011) and the bottom-line of every EPMS is individual performance improvement, performance adjustment, and job satisfaction.…”

Section: Introduction and Rationale Of The Studymentioning

confidence: 99%

Exploring the Significant Factors of Employee Performance Management System in Commercial Banks: A Multivariate Analysis

Huda¹,

Shakil²,

Chowdhury³

2020

jms.2014

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This study explored the most significant factors of the Employee Performance Management System (EPMS) of the Commercial Banks in Bangladesh. A questionnaire survey was conducted on 378 bankers of public and private commercial banks, and the structural equation modeling technique was used for statistical analysis. The study explored five dimensions of EPMS with 15 significant variables. Freedom to choose individual assignment was found to be the priority, followed by relationship development and active engagement issue of EPMS. Top management of the banks should empower millennial generation bankers to stay mentally energized and reframe their EPMS to engage the employees in building a high-performing culture actively.

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Performance Management in Public Sector Enterprises: A Case Analysis of Employees’ Perceptions in the Electricity Company of Ghana (ECG)

Cited by 9 publications

References 20 publications

Current and Desired Employee Communication Patterns in Sub-Saharan Africa: Empirical Evidence on Four Ghanaian Organizations

Current and Desired Employee Communication Patterns in Sub-Saharan Africa: Empirical Evidence on Four Ghanaian Organizations

Performance Management as an Alternative Tool for Local Governance: Evidence from Ghanaian Local Government Sector

Exploring the Significant Factors of Employee Performance Management System in Commercial Banks: A Multivariate Analysis

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