The Head Local Government Service in shifting from the known performance appraisal system for assessing and promoting employees, has introduced a more comprehensive strategy, performance management programme, that would put the workforce productivity under critical scrutiny.
The earlier appraisal system was considered as narrow in scope, since it was based on targets set between supervisor and the employee with a view to drawing out the creativity and innovation of employees.
To upgrade the system in a more holistic manner, the Head of Local Government Service, since 2015 had been implementing the performance management system that is hoped to have in place a predictable effective and efficient system of human resource management of the Local Government Service.
In putting the adopted programme into force, the Local Government and Rural Development Minister, Hajia Alima Mahama on Friday, February 21, 2020 led the signing of Performance Contract between Regional Ministers and their Coordinating Directors in Accra.
Minister Haji Alima Mahama explained the process as an importance initiative “caused by the fact that, for a long time managers in government businesses and industry have been preoccupied with finding appropriate technology for managing the production process marched to the neglect of the men and women who work in the organisation in establishing performance management system such as yours.”
In her view, the programme has two critical objectives, which is firstly to improve performance by providing the chief directors feedback on how well or badly they are doing and to discuss needed changes in the behaviours skills attitude or knowledge of the job that it brings, therefore, the strengths and weaknesses of chief directors when the results of performance assessments are published the chief directors.
Secondly, for the Head of Service and regional ministers to acknowledge success and reward it appropriately so as through recommendation of hardworking chief directors would be given opportunity to attain programmes in institutions abroad by a way to broaden their horizons.
She said: “The publish outcome of performance assessments will also indicate possible refresher courses for chief directors to further sharpen their management skills.”
The Head of Service, ING. Dr Nana Ato Arthur on his part added in the history of performance management in Ghana have had several interventions and reforms, which is evident in ambivalent effects on the performance of public servants.
He stated that one of such was the Civil Service Performance Improvement Programme (CSPIP), which made gains made have so far not been sustained, saying “This is seen in situations where, performance is only evaluated when one was due for a promotion interview.”
As a result, the Head of Local Service finds Performance Contract more prudent to support high level leadership and accountability within the Local Government Service, as it is critical in creating a committed workforce needed to support Local and National Development efforts.
“Moreover, as more power and resources are ceded to the local level in the decentralisation strategy, it is imperative to strengthen systems, processes and procedures to ensure increased transparency and accountability as well as improved service delivery,” he added.
For efficiency, some of the problems that performance contracts had solved include slow delivery of services, inefficient use of resources, disunity among employees, employee dissatisfaction, duplication of roles and duties and inability to reach organizational targets.

By Bernice Bessey