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 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.

KEYWORDS:

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

Acknowledgments

This article is a regular accepted submission that was added to the special issue.

Notes

Source: Survey questionnaire.

Note. Question answers are provided based on a 5-point Likert scale; for questions 1–32: 1 = strongly disagree to 5 = strongly agree. For questions 33–38: 1 = least important to 5 = most important.

For questions 33–38: 1 = unimportant, 2 = of little importance, 3 = moderately important, 4 = important, 5 = very important, (3) Correlation significance is 2-tailed at either 1% or 5%.

*Chi-square value at .01 and .05 level of significance with 4 degrees of freedom is, respectively, 13.277 and 9.488.