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The relationship between organizational environment antecedents and performance management in local government: evidence from Ghana

Author

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  • Juliana Abagsonema Abane

    (University of Mines and Technology)

  • Edward Brenya

    (Kwame Nkrumah University of Science and Technology)

Abstract

The study aimed to investigate the relationship between organizational environment antecedents and their impact on performance management among local government authorities and to further understand the role of the stakeholder and political support in the performance monitoring and review of local governments. The study used quantitative research design techniques in the data collection phase between May and August 2017 in the Greater Accra Region of Ghana. The sample included 850 middle level and senior managers of the Local Government Service. Multiple regression was used to analyze the data. The results of the findings indicate that there is a strong relationship between two organizational environment variables: “stakeholder participation”, political support, and performance management providing a variance of 31.8 percent of the changes in the dependent variable. However, the findings further suggest that stakeholder participation was a better predictor of performance management than political support. Additionally, employees’ age, gender, and organizational size were statistically significant in the model fit. This study is one of the first of its kind to link two organizational environment indicators (stakeholder support and political support) and their effect on two performance management dimensions (performance monitoring and evaluation, and performance review). Also, few studies have used the structural contingency theory in explaining the influence of the environment on internal business processes of organizations in the performance management literature.

Suggested Citation

  • Juliana Abagsonema Abane & Edward Brenya, 2021. "The relationship between organizational environment antecedents and performance management in local government: evidence from Ghana," Future Business Journal, Springer, vol. 7(1), pages 1-17, December.
    • Handle: RePEc:spr:futbus:v:7:y:2021:i:1:d:10.1186_s43093-020-00049-2
    DOI: 10.1186/s43093-020-00049-2
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    References listed on IDEAS

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    1. Mary Lee Rhodes & Lucia Biondi & Ricardo Gomes & Ana I. Melo & Frank Ohemeng & Gemma Perez‐Lopez & Andrea Rossi & Wayhu Sutiyono, 2012. "Current state of public sector performance management in seven selected countries," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 61(3), pages 235-271, March.
    2. Federica Farneti, 2009. "Balanced scorecard implementation in an Italian local government organization," Public Money & Management, Taylor & Francis Journals, vol. 29(5), pages 313-320, September.
    3. Pollitt, Christopher & Bouckaert, Geert, 2004. "Public Management Reform: A Comparative Analysis," OUP Catalogue, Oxford University Press, edition 2, number 9780199268498.
    4. Cavalluzzo, Ken S. & Ittner, Christopher D., 2004. "Implementing performance measurement innovations: evidence from government," Accounting, Organizations and Society, Elsevier, vol. 29(3-4), pages 243-267.
    5. Frank J. Conaty, 2012. "Performance management challenges in hybrid NPO/public sector settings: an Irish case," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 61(3), pages 290-309, March.
    6. Lewis Hawke, 2012. "Australian public sector performance management: success or stagnation?," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 61(3), pages 310-328, March.
    7. Frank Ohemeng & Felix Anebo, 2012. "The Politics of Administrative Reforms in Ghana: Perspectives from Path Dependency and Punctuated Equilibrium Theories," International Journal of Public Administration, Taylor & Francis Journals, vol. 35(3), pages 161-176.
    8. Chenhall, Robert H., 2005. "Integrative strategic performance measurement systems, strategic alignment of manufacturing, learning and strategic outcomes: an exploratory study," Accounting, Organizations and Society, Elsevier, vol. 30(5), pages 395-422, July.
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    Cited by:

    1. Siti Nur Kholishoh & Khoirul Aswar, 2022. "The Effect of Internal Factors on Performance Measurement in Indonesian Local Government," Information Management and Business Review, AMH International, vol. 14(2), pages 1-8.

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