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.
Highlights
Ghana implemented its performance management (PM) policy at the local level in 2012 followed by the firstever performance evaluation assessment conducted in 2015 for all the 216 metropolitan, municipal, and district assemblies (MMDAs) in the country [1]
The ANOVA was used because the sample was from two independent sample groups: metropolitan and municipal assemblies to observed the differences in their means across the dataset
The standard multiple regression methods were used while control variables were introduced to determine whether the two independent variables had an impact on the dependent variable (PM)
Summary
Ghana implemented its performance management (PM) policy at the local level in 2012 followed by the firstever performance evaluation assessment conducted in 2015 for all the 216 metropolitan, municipal, and district assemblies (MMDAs) in the country [1]. Abane and Phinaitrup’s study observed that stakeholder participation was absent and that affected MMDAs performance. It is based on this background that the country since 2012 has implemented several change management strategies to achieve local-level performance. This study draws on this innovation that seeks to achieve high performance at the local level and make a contribution to the literature by providing empirical support of the influence of the organizational environment on the change management programs instituted at the MMDAs level in the country
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