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

Performance Management in Public Sector Enterprises: A Case Analysis of Employees’ Perceptions in... In this article, the authors critically assess the performance management (PM) policies and practices in a public sector company, namely the Electricity Corporation of Ghana. The study has gone some way to ‘close the gap’ in the literature by making a significant contribution toward our understanding of some of the perceptions of and challenges employees face with performance management in an African context. Quantitative analysis of available evidence reveals that employees are generally content with the implementation of the PM system in the Electricity Corporation of Ghana but are skeptical about some of the practices under the guise of PM. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal Of African Business Taylor & Francis

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

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

Abstract

In this article, the authors critically assess the performance management (PM) policies and practices in a public sector company, namely the Electricity Corporation of Ghana. The study has gone some way to ‘close the gap’ in the literature by making a significant contribution toward our understanding of some of the perceptions of and challenges employees face with performance management in an African context. Quantitative analysis of available evidence reveals that employees are...
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Publisher
Taylor & Francis
Copyright
Copyright Taylor & Francis Group, LLC
ISSN
1522-9076
eISSN
1522-8916
DOI
10.1080/15228916.2011.621847
Publisher site
See Article on Publisher Site

Abstract

In this article, the authors critically assess the performance management (PM) policies and practices in a public sector company, namely the Electricity Corporation of Ghana. The study has gone some way to ‘close the gap’ in the literature by making a significant contribution toward our understanding of some of the perceptions of and challenges employees face with performance management in an African context. Quantitative analysis of available evidence reveals that employees are generally content with the implementation of the PM system in the Electricity Corporation of Ghana but are skeptical about some of the practices under the guise of PM.

Journal

Journal Of African Business – Taylor & Francis

Published: Sep 1, 2011

Keywords: electricity company of ghana (ECG); human resource management (HRM); performance management; public sector enterprise (PSE)

References

  • Managerial perceptions of organizational planning benefits: A study of Ghana
  • Vocationalised secondary education in Ghana
  • State-owned enterprises and privatization in Ghana
  • Indigenous institutions and environmental assessment: The case of Ghana
  • The influence of McClelland's need satisfaction theory on employee job performance
  • Drifting towards convergence? Motivation and performance in state and private companies in the provision of telecom services in Ghana
  • Performance management at the crossroads
  • The performance appraisal: A critique and an alternative
  • Employment relations in small and medium-sized enterprises: insights from Ghana
  • Performance standards and measuring performance in Ghana
  • A critique of Hofstede's fifth national culture dimension
  • A qualitative study of managerial challenges facing some small business geographic expansion
  • Determinants of public employees’ performance: Evidence from Ethiopian public organisations
  • Culture dimensions. An independent validation using Rokeach's value survey
  • The learning manager
  • Steady progress on privatisation
  • Performance appraisal and management
  • Interpreting GLOBE societal practices scales
  • Work culture in developing countries: Implications for performance management
  • Employment contracts, influence activities, and efficient organizational design
  • Are Hofstede's and Schwartz's value frameworks congruent?