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The impact of employee perception on the successful institutionalisation and implementation of performance management systems in developing countries: The perspective from Ghana's public service

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  • Frank L.K. Ohemeng
  • Emelia Amoako†Asiedu
  • Theresa Obuobisa†Darko

Abstract

Performance management (PM) has become a key instrument in the quest to ensure optimal operations by organisations in the public sector. Some scholars, though, believe that PM has failed because of employees' negative perception and management's exclusion of employees from its development. Studies on the relationship between employee perception of PM and its effectiveness in the public sector are limited. We argue that management must value employee perception more highly than they do at present because it is unlikely employees would be willing to take an active part in implementing a change with which they disagree or that they see as having no value. This study examines the effect of employees' perception on the institutionalisation and implementation of PM in developing countries, with specific reference to Ghana.

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  • Frank L.K. Ohemeng & Emelia Amoako†Asiedu & Theresa Obuobisa†Darko, 2018. "The impact of employee perception on the successful institutionalisation and implementation of performance management systems in developing countries: The perspective from Ghana's public service," Public Administration & Development, Blackwell Publishing, vol. 38(2), pages 75-86, May.
    • Handle: RePEc:wly:padxxx:v:38:y:2018:i:2:p:75-86
    DOI: 10.1002/pad.1823
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    Cited by:

    1. Lhawang Ugyel, 2021. "Relationship between public sector reforms and culture: The implementation of NPM‐related performance management reforms in a collectivist and risk averse culture," Public Administration & Development, Blackwell Publishing, vol. 41(5), pages 257-266, December.

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