Main Article Content

Abstract

The purpose of this study is to test if the local government’s performance management practices are predicted by their employee’s public service motivation levels. Local government's performance management practices are effective when their employees are committed and motivated.  Employees whose motivations are unique to public institutions will be committed to both their key performance indicators and the general strategic goals of local governments’ core mission, and the lack of it may be detrimental to the local level management practice. The study used a cross-sectional survey of 850 local government employees in the Greater Accra of Ghana. The method of analysis of the data was multiple regression techniques. The findings suggest that employees’ scores on attraction to policymaking, civic duty, and commitment to the public interest are strongly positively associated with performance management practices. The regression analysis demonstrated that public service motivation subscales combined to predict the variance in the dependent variable. Several studies of performance management research examine utilization and the rational decision-making process in federal governments; however, this study is one of the few to examine performance management practices of local governments and public service motivation theory by showing that employees' public service motivation levels can significantly predict the changes in performance management practices.

Keywords

Developing Countries Ghana Motivation Performance Management Practices Public Service Motivation Construct

Article Details

How to Cite
Abane , J. A., & Phinaitrup , B.-A. (2022). Performance Management Practices and Motivation in Developing Countries: A Further Validation of the Public Service Motivation Construct in Ghana. Management & Economics Research Journal, 4(1), 54-80. https://doi.org/10.48100/merj.2022.174
Download Citation
Endnote/Zotero/Mendeley (RIS)
BibTeX
Share  
Copyright & License  

Copyright (c) 2022 Juliana Abagsonema Abane , Boon-Anan Phinaitrup

Creative Commons License

This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

Management & Economics Research Journal is licensed under a (CC BY-NC 4.0).

The following guidelines apply to all users:

  • 1-Individuals may view, download, print, or save Journal content for the purposes of research and teaching.
  • 2-Any use and/or copies of this Journal in whole or in part must include the customary bibliographic citation, including author attribution, date, article title, the Journal name, and its website address.

Authors who publish with this journal agree to the following terms:

a) Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a (CC BY-NC 4.0) that allows others to share and adapt the work with an acknowledgement of the work's authorship and initial publication in this journal.

b) Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal’s published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal. 

c) Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work. Where authors include such work in an institutional repository or on their website, we request that they include a statement that acknowledges the Management & Economics Research journal including the name of the journal, the volume and issue, and a web link to the journal item.

Author Biographies  
Juliana Abagsonema Abane , Department of History and Political Studies, Kwame Nkrumah University of Science and Technology (Ghana)

PhD degree, Lecturer

Boon-Anan Phinaitrup , Graduate School of Public Administration (GSPA), NIDA (Thailand)

PhD degree, Associate Professor

Cited by
Crossref
Scopus
Google Scholar
Europe PMC

References

  1. Abane, J. A., & Phinaitrup, B. (2017). Performance Management as an Alternative Tool for Local Governance: Evidence from Ghanaian Local Government Sector. International Journal of Human Resource Management Studies, 7(3), 188–209. https://doi.org/10.5296/ijhrs.v7i3.11532
  2. Ahenkan, A., Tenakwah, E.S. & Bawole, J. N. (2018). Performance Management Implementation Challenges in Ghana’s Local Government System: Evidence from a Municipal Assembly. International Journal of Productivity and Performance Management, 67(3), 519-535. https://doi.org/: https://doi.org/10.1108/IJPPM-06-2016-0124
  3. Akudugu, J. A. (2013). Inducing Local Government Performance in Ghana: The Case of the District Development Facility. International Journal of Asian Social Science, 3(6), 1402–1417.
  4. Amirkhanyan, A. A., Kim, H. J. &, & Lambright, K. T. (2013). The performance puzzle: Understanding the factors influencing alternative dimensions and views of performance. Journal of Public Administration Research and Theory, 24(1), 1–34. https://doi.org/10.1093/jopart/mut021
  5. Ammons, D N, & Rivenbark, W. C. (2008). Factors influencing the use of performance data to improve municipal services: Evidence from the North Carolina Benchmarking Project. Public Administration Review, 68(2), 304–318. https://doi.org/10.1111/j.1540-6210.2007.00864.x
  6. Ammons, David N, & Roenigk, D. J. (2015). Performance Management in Local Government: Is Practice Influenced by Doctrine? Public Performance & Management Review, 38(3), 514–541. https://doi.org/10.1080/15309576.2015.1006461
  7. Andersen, L. B., Heinesen, E., & HolmPedersen, L. (2014). How does public service motivation among teachers affect student performance in schools? Journal of Public Administration Research and Theory, 24(3). https://doi.org/10.1093/jopart/mut082
  8. Annan-prah, E. & Ohemeng, F. L. K. (2015). Improving Productivity through Performance Management in Public Sector Organizations in Ghana: Is Change Management the Answer? Lecturer and PhD. Candidate Department of Management Studies School of Business College of Humanities and Legal Studies Univer. April 2015.
  9. Antwi, B. K. (2009). Renewing the Holy Grail of human motivation in the delivery of public service. Journal of Management Development, 28(6), 504–512. https://doi.org/10.1108/02621710910959666
  10. Armstrong, M., & Baron, A. (2007). Managing Performance: Performance Management in action (3rd ed.). Charted Institute of Personnel & Development.
  11. Ayee, J. R. A. (2001). Civil Service Reform in Ghana: A Case Study of Contemporary Reform Problems in Africa. African Journal of Political Science, 6(1), 1–41. https://doi.org/10.4314/ajps.v6i1.27319
  12. Baird, K., Schoch, H. & Chen, Q. J. (2012). Performance management system effectiveness in Australian local government. Pacific Accounting Review, 24(2), 161–185. https://doi.org/10.1108/01140581211258461
  13. Belle, N. (2013). Experimental Evidence on the Relationship between Public Service Motivation and Job Performance. Public Administration Review, 73(1), 143–153. https://doi.org/10.1111/j.1540-6210.2012.02621.x
  14. Biron, M., Farndale, E., & Paauwe, J. (2011). Performance management effectiveness: lessons from world-leading firms. The International Journal of Human Resource Management, 22(6), 1294–1311. https://doi.org/10.1080/09585192.2011.559100
  15. Boyne, G. A. (2002). Concepts and indicators of local authority performance: an evaluation of the statutory frameworks in England and Wales. Public Money & Management, 22(2), 17–24. https://doi.org/10.1111/1467-9302.00303
  16. Bozeman, B., & Su, X. (2015). Public Service Motivation Concepts and Theory: A Critique. Public Administration Review,75(5), 700–710. https://doi.org/10.1111/puar.12248
  17. Brenya, E., Adu-Gyamfi, S., Kyei, E. Y., Tariah, F. P., Nmerukini, A., Boateng, E. K. & Angmor, R. Y. (2017). Public service motivation in Ghanaian Civil Service: A case study of Ejusi-Juabebg Municipality. International Journal of Public Administration, 40(2), 164-175. https://doi.org/10.1080/01900692.2015.1089443
  18. Brief, A. P. & Motowildlo, S. J. M. (1986). Prosocial Organizational Behaviors. Academy of Management Review, 11(4), 710–725. https://doi.org/10.2307/258391
  19. Bullock, J. B., Stritch, J. M., & Rainey, H. G. (2015). International Comparison of Public and Private Employees’ Work Motives, Attitudes, and Perceived Rewards. Public Administration Review, 75(3), 479–489. https://doi.org/10.1111/puar.12356
  20. Campbell, J. W., Lee, H., & Im, T. (2016). At the Expense of others: Altruistic helping behavior, performance management and transformational leadership. Public Management Review, 18(6). https://doi.org/10.1080/14719037.2015.1045018
  21. Cavalluzzo, K. S., & Ittner, C. D. (2004). Implementing performance measurement innovations: evidence from government. Accounting, Organizations and Society, 29(3–4), 243–267. https://doi.org/10.1016/S0361-3682(03)00013-8
  22. Christensen, R. K., Paarlsberg, L., & Perry, J. L. (2017). Public Service Motivation Research: Lessons for Practice. Public Administration Review, 77(4), 529–542. https://doi.org/10.1111/puar.12796
  23. Christensen, R. K., Whiting, S. W., Im, T., Rho, E., Stritch, J. M., & Park, J. (2013). Public Service Motivation, Task, and Non-task Behavior: A Performance Appraisal Experiment with Korean MPA and MBA Students. International Public Management Journal, 16(1). https://doi.org/10.1080/10967494.2013.796257
  24. Cun, X. (2012). Public service motivation and job satisfaction, organizational citizenship behavior. Chinese Management Studies, 6(2), 330–340. https://doi.org/10.1108/17506141211236758
  25. Dahling, J. J., & O’Malley, A. L. (2011). Supportive Feedback: Environments Can Mend Broken Performance Management Systems: The College of New Jersey. Industrial and Organizational Psychology, 4, 201–203. https://doi.org/10.1111/j.1754-9434.2011.01327.x
  26. Dewettinck, K., & van Dijk, H. (2013). Linking Belgian employee performance management system characteristics with performance management system effectiveness: exploring the mediating role of fairness. The International Journal of Human Resource Management, 24(4), 806–825. https://doi.org/10.1080/09585192.2012.700169
  27. Dodoo, R. (1997). Performance standards and measuring performance in Ghana. Public Administration and Development, 17(1), 115–121. https://doi.org/10.1002/(SICI)1099-162X(199702)17:1%3C115::AID-PAD908%3E3.0.CO;2-P
  28. Favero, N., Meier, K. J., & O’Toole, L. J. (2016). Goals, Trust, Participation, and Feedback: Linking Internal Management with Performance Outcomes. Journal of Public Administration Research and Theory, 26(2). https://doi.org/10.1093/jopart/muu044
  29. Finkelstein, M. A., Penner, L. A., & Brannick, M. T. (2005). Motive, Role Identity, and Prosocial Personality as Predictors of Volunteer Activity. Social Behavior and Personality: An International Journal, 33(4), 403–418. https://doi.org/10.2224/sbp.2005.33.4.403
  30. Francois, P. (2000). Public Service Motivation’ as an Argument for Government Provision. Journal of Public Economics, 78(3), 275–299. https://doi.org/10.1016/S0047-2727(00)00075-X
  31. Gabris, G. T., & Simo, G. (1995). PSM as a variable in employment decision. Public Personnel Management, 24, 33–51.
  32. George, J. M., & Bettenhausen, K. (1990). Understanding prosocial behavior, sales performance, and turnover: A group-level analysis in a service context. Journal of Applied Psychology, 75(6), 698–709. https://doi.org/10.1037/0021-9010.75.6.698
  33. Gill, P. J. & Carter, S. L. (2016). Graphic Feedback, Performance Feedback, and Goal Setting Increased Staff Compliance with a Data Collection Task at a Large Residential Facility. Journal of Organizational Behavior Management, 36(1), 56–70. https://doi.org/http://dx.doi.org/10.1080/01608061.2016.1152207
  34. Gould-Williams, J. S., Mostafa, A. M. S., & Bottomley, P. (2015). Public service motivation and employee outcomes in the Egyptian public sector: Testing the mediating effect of person-organization fit. Journal of Public Administration Research and Theory, 25(2). https://doi.org/10.1093/jopart/mut053
  35. Grant, A. M. (2008a). Does intrinsic motivation fuel the prosocial fire? Motivational synergy in predicting persistence, performance, and productivity. Journal of Applied Psychology, 93(1), 48–58. https://doi.org/10.1037/0021-9010.93.1.48
  36. Grant, A. M. (2008b). Does intrinsic motivation fuel the prosocial fire? Motivational synergy in predicting persistence, performance, and productivity. The Journal of Applied Psychology, 93(1), 48–58. https://doi.org/10.1037/0021-9010.93.1.48
  37. Grant, A. M. (2012). Leading with Meaning: Beneficiary Contact, Prosocial Impact, and the Performance Effects of Transformational Leadership. Academy of Management Journal, 55(2), 458–476. https://doi.org/10.5465/amj.2010.0588
  38. Hair, J., Jr., Rolph, E., Anderson, Tatham, R. & Black, W. (1998). Multivariate Data Analysis. Prentice-Hall.
  39. Halachmi, A. (2002). Performance measurement, accountability, and improved performance. Public Performance and Management Review, 25(4), 370–374. https://doi.org/10.2307/3381131
  40. Hawke, L. (2012). Australian public sector performance management: success or stagnation? International Journal of Productivity and Performance Management, 61, 310–328. https://doi.org/10.1108/17410401211205669
  41. Homberg, F., & McCarthy, D. (2015). A meta-analysis of the relationship between public service motivation and job satisfaction. Public Administration Review, 75(5), 711–722. https://doi.org/10.1111/puar.12423
  42. Hoontis, P., & Kim, T. (2012). Antecedents to Municipal Performance Measurement Implementation. Public Performance & Management Review, 36(1), 158–173. https://doi.org/10.2753/PMR1530-9576360108
  43. Houston, D. J. (2000). Public Service Motivation: A Multivariate test. Journal of Public Administration Research and Theory, (4), 713–728. https://doi.org/10.1093/oxfordjournals.jpart.a024288
  44. Jacobsen, C. B., Hvitved, J., & Andersen, L. B. (2014). Command and motivation: How the perception of external interventions relates to intrinsic motivation and public service motivation. Public Administration, 92(4). https://doi.org/10.1111/padm.12024
  45. Kim, Y. & Kang, M. (2016). The Performance Management System of The Korean Healthcare Sector: Development, Challenges, and Future Tasks. Public Performance & Management Review, 24(1), 297–315. https://doi.org/10.1080/15309576.2015.1108771
  46. Kim, S. (2006). Public service motivation and organizational citizenship behavior in Korea. International Journal of Manpower, 27(8), 722–740. https://doi.org/10.1108/01437720610713521
  47. Kim, S., Vandenabeele, W., Wright, B. E., Andersen, L. B., Cerase, F. P., Christensen, R. K., Desmarais, C., Koumenta, M., Leisink, P., Liu, B., Palidauskaite, J., Pedersen, L. H., Perry, J. L., Ritz, A., Taylor, J., & De Vivo, P. (2012). Investigating the structure and meaning of public service motivation across populations: Developing an international instrument and addressing issues of measurement invariance. Journal of Public Administration Research and Theory, 23(1), 79–102. https://doi.org/10.1093/jopart/mus027
  48. Koike, O. (2013). Institutionalizing performance management in Asia: looking East or West? International Journal of Public Sector Management, 26(5), 347–360. https://doi.org/10.1108/IJPSM-05-2013-0066
  49. Kroll, A., & Vogel, D. (2013). The PSM-Leadership Fit: A Model of Performance Information Use. Public Administration, 92(4), 974–991. https://doi.org/10.1111/padm.12014
  50. Lee, C. D. (2005). Rethinking the goals of your performance-management system. Employment Relations Today Wiley, 32(3), 53–60. https://doi.org/10.1002/ert.20075
  51. Lee, G., & Choi, D. L. (2013). Does Public Service Motivation Influence the College Students’ Intention to Work in the Public Sector? Evidence from Korea. Review of Public Personnel Administration, 36(2), 145–163. https://doi.org/10.1177/0734371X13511974
  52. Lynggaard, M., Pedersen, M. J., & Andersen, L. B. (2018). Exploring the Context Dependency of the PSM–Performance Relationship. Review of Public Personnel Administration, 38(3). https://doi.org/10.1177/0734371X16671371
  53. Maley, J. (2014). Sustainability: the missing element in performance management. Asia-Pacific Journal of Business Administration, 6(3), 190–205. https://doi.org/10.1108/APJBA-03-2014-0040
  54. Mmieh, F., Mordi, C., Singh, S., & Asiedu-Appiah, F. (2011). Performance Management in Public Sector Enterprises: A Case Analysis of Employees’ Perceptions in the Electricity Company of Ghana (ECG). Journal of African Business, 12(July 2014), 419–438. https://doi.org/10.1080/15228916.2011.621847
  55. Moynihan, D. P., Pandey, S. K., & Wright, B. E. (2012). Prosocial Values and Performance Management Theory: Linking Perceived Social Impact and Performance Information Use. Governance-an International Journal of Policy Administration and Institutions, 25(3), 463–483. https://doi.org/10.1111/j.1468-0491.2012.01583.x
  56. Moynihan, Donald P., & Pandey, S. K. (2010). The big question for performance management: Why do managers use performance information? Journal of Public Administration Research and Theory, 20(4), 849–866. https://doi.org/10.1093/jopart/muq004
  57. Moynihan, Donald P, & Pandey, S. K. (2007). The Role of Organizations in Fostering Public Service Motivation. Public Administration Review, 67(1), 40–53. https://doi.org/10.1111/j.1540-6210.2006.00695.x
  58. Moynihan, Donald P. & Pandey, S.K. (2005). Why and how do state governments adopt and implement “managing for results” reforms? Journal of Public Administration Research and Theory, 15(2), 219–243. https://doi.org/10.1093/jopart/mui012
  59. Nielsen, P. A. (2014). Learning from performance feedback: Performance information, aspiration levels, and managerial priorities. Public Administration, 92(1). https://doi.org/10.1111/padm.12050
  60. Nurkholis, Mohamad, S. H. M. &, & Ismail, S. (2014). The effect of regulation and goal orientation on performance measurement utilization: Evidence from Indonesian local governments. Asian Journal of Business and Accounting, 7(1), 81–105.
  61. Ohemeng, F. L. (2011). Institutionalizing the Performance Management System in Public Organizations in Ghana. Public Performance & Management Review, 34(4), 467–488. https://doi.org/10.2753/PMR1530-9576340402
  62. Ohemeng, F. L. K. (2009). Constraints in the Implementation of Performance Management Systems in Developing Countries: The Ghanaian Case. International Journal of Cross-Cultural Management, 9(1), 109–132. https://doi.org/10.1177/1470595808101158
  63. Otley, D. (1999). Performance management: a framework for management control systems research. Management Accounting Research, 10(4), 363–382. https://doi.org/10.1006/mare.1999.0115
  64. Pallant, J. (2011). SPSS Survival Manual: A step by step guide to data analysis using SPSS (4th ed.). Allen & Unwin.
  65. Pandey, S. K. (2015). Performance Information Use: Making Progress but a Long Way to Go. Public Performance & Management Review, 39(1), 1–6. https://doi.org/10.1080/15309576.2016.1071158
  66. Penner, L. a, Dovidio, J. F., Piliavin, J. a, & Schroeder, D. a. (2005). Prosocial behavior: multilevel perspectives. Annual Review of Psychology, 56, 365–392. https://doi.org/10.1146/annurev.psych.56.091103.070141
  67. Perry, James L, Hondeghem, A., & Wise, L. R. (2010). Revisiting the Motivational Bases of Public Service Motivation: Twenty Years of Research and an Agenda for the Future. Public Administration Review, 70(5), 681–690. https://doi.org/10.1111/j.1540-6210.2010.02196.x
  68. Perry, James L, & Hondeghem, A. (2008). Building Theory and Empirical Evidence about Public Service Motivation. International Public Management Journal, 11(1), 3–12. https://doi.org/10.1080/10967490801887673
  69. Perry, J. L. (1996). Measuring Public Service Motivation: An Assessment of Construct Reliability and Validity. Journal of Public Administration Research and Theory, 6(1), 5–22. https://doi.org/10.1093/oxfordjournals.jpart.a024303
  70. Perry, J.L. & Wise, L. R. (1990). The Motivational Bases of Public Service. Public Administration Review, 50, 367–373. https://doi.org/10.2307/976618
  71. Piliavin, J. A. & Charng, H. W. (1990). Altruism: A Review of Recent Theory and Research. Annual Review of Sociology, 16, 27–65. https://doi.org/10.1146/annurev.so.16.080190.000331
  72. Public Services Commission. (2012). Performance Management Policy for the Public Services of Ghana.
  73. Ritz, A. (2009). Public service motivation and organizational performance in Swiss federal government. International Review of Administrative Sciences, 75(1), 53–78. https://doi.org/10.1177/0020852308099506
  74. Ritz, A., Brewer, G. A., & Neumann, O. (2016). Public Service Motivation: A Systematic Literature Review and Outlook. Public Administration Review, 76(3), 414–426. https://doi.org/10.1111/puar.12505
  75. Sanderson, I. (2001). Performance Management, Evaluation and Learning in ‘Modern’ Local Government. Public Administration, 79(2), 297–313. https://doi.org/10.1111/1467-9299.00257
  76. Schott, C., van Kleef, D. D., & Steen, T. (2015). What Does It Mean and Imply to be Public Service Motivated? American Review of Public Administration, 45(6), 689–707. https://doi.org/10.1177/0275074014533589
  77. Shahmehr, F. S., Safari, N., Jamshidi, M. J., & Yaghoobi, N.-M. (2014). The Impact of Performance Management on Mission Statement and Operational Goal Setting. International Journal of Business and Management, 9(11), 189–198. https://doi.org/10.5539/ijbm.v9n11p189
  78. Steijn, B. (2008). Person-Environment Fit and Public Service Motivation. International Public Management Journal, 11(1), 13–27. https://doi.org/10.1080/10967490801887863
  79. Tabachink, B. G & Fidell, L. S. (2014). Using Multivariate Statistics. Pearson Education. http://www.pearsoncustomlibrary.com/ISBN/0205849571
  80. Vandenabeele, W. (2007). Towards a Theory of Public Service Motivation: An Institutional Approach. Public Management Review, 9(4), 545–556. https://doi.org/10.1080/14719030701726697
  81. Vandenabeele, W. (2008). Development of a Public Service Motivation Scale: Corroboration and Extending Perry’s Measurement Instrument. International Public Management Journal, 11(1), 143–167. https://doi.org/10.1080/10967490801887970
  82. Vandenabeele, W. (2009). The mediating effect of job satisfaction and organizational commitment on self-reported performance: more robust evidence of the PSM-performance relationship. International Review of Administrative Sciences, 75, 11–34. https://doi.org/10.1177/0020852308099504
  83. Vandenabeele, W. (2014). Explaining Public Service Motivation: The Role of Leadership and Basic Needs Satisfaction. Review of Public Personnel Administration, 34(2). https://doi.org/10.1177/0734371X14521458
  84. Waal, A. a. De, & Counet, H. (2009). Lessons learned from performance management systems implementations. International Journal of Productivity and Performance Management, 58(4), 367–390. https://doi.org/10.1108/17410400910951026
  85. Wright, B. E., & Christensen, R. K. (2010). Public service motivation: A test of the job attraction-selection-attrition model. International Public Management Journal, 13(2), 155–176. https://doi.org/10.1080/10967491003752012
  86. Wright, B. E., Christensen, R. K., & Pandey, S. K. (2013). Measuring Public Service Motivation: Exploring the Equivalence of Existing Global Measures. International Public Management Journal, 16(2), 197–223. https://doi.org/10.1080/10967494.2013.817242
  87. Wright, B. E., Moynihan, D. P., & Pandey, S. K. (2012). Pulling the Levers: Transformational Leadership, Public Service Motivation, and Mission Valence. Public Administration Review, 72(2), 206–215 https://doi.org/10.1111/j.1540-6210.2011.02496.x
  88. Yang, K. & Hsieh, J. Y. (2007). Managerial Effectiveness of Government Performance Measurement: Testing a Middle-Range Model. Public Administration Review, 861–879. https://doi.org/10.1111/j.1540-6210.2007.00774.x

Article Sidebar

Issue
Vol. 4 No. 1 (2022): March
Article History
Submitted 15 December 2021
Accepted 24 January 2022
Download
PDF
Statistic
Read Counter : 903 Download : 430

Downloads

Download data is not yet available.