Performance Management in Public Sector Enterprises: A Case Analysis of Employees' Perceptions in the Electricity Company of Ghana (ECG)
Journal of African Business
Brunel University Business School, Uxbridge, Middlesex, United Kingdom; Kwame Nkrumah University of Science and Technology, Kumasi, Ghana
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. © 2011 Copyright Taylor and Francis Group, LLC.
electricity industry; human resource; implementation process; industrial enterprise; industrial performance; industrial practice; management; public sector; Ghana