Experimental analysis of the effect of standards on compliance and performance

Legal directives – whether laws, regulations, or contractual provisions – can be written along a spectrum of specificity, about which behavioral and legal scholarship present conflicting views. We hypothesized that the combination of specificity and monitoring promotes compliance but harms performance and trust, whereas the combination of specificity and good faith enhances both the informative goal‐setting aspects of specificity and people's sense of commitment. To test these hypotheses, we used a 2x2x2 experimental design in which participants were instructed to edit a document with either general or detailed instructions, with a reference to good faith or without it, and with a review of the work or without it. Participants could engage in various levels and kinds of editing, allowing us to distinctly measure both compliance and performance. When participants require information and guidance, as in the case of editing, we found that specificity increases performance relative to the vague standard condition. We discuss the characteristics of the regulatory frameworks in which our findings are especially relevant.     

Four years of the Ghana district assemblies in operation: Decentralization,democratization and administrative performance

Ghana's District Assemblies were created in 1989 as ‘integrated’ decentralised authorities, combining oversight of deconcentrated line Ministries with the revenue powers and functions of devolved democratic local government. The frequently invoked but little studied relationships among democratisation, decentralisation and changes in the performance of government institutions are analysed on the basis of two case-study Districts, defining performance as output effectiveness, responsiveness and process acceptability. Although development output did increase after democratisation, it remained inadequate and did not show any significantly closer responsiveness to popular needs. This was mainly because local accountability was undermined by continuing central control over staffing and finances, the clash with national policies of retrenchment and the continued power of central government agents. The communal, non-party basis of representation also had a perverse effect on the ability of elected representatives to enhance the legitimacy of local taxation, particularly as the system embodied an unresolved contradiction between notions of community based self-help and representative district government. One of the lessons of the Ghanaian experience is that genuine local autonomy in an agreed area-the basic condition for effective accountability-is better based on more modest, local-level authorities, leaving larger, expensive functions as well as supervision of a deconcentrated civil service to more powerful regional administrations.     

Drifting towards convergence? Motivation and performance management in state and private companies in the provision of telecom services in Ghana

The concept of expectancy on which many of the theories of workplace incentive programmes are based, claims that when employees are given a particular level of motivation, it will result in some level of performance. The general perception in Ghana is that public sector employees do not perform as efficiently as private sector workers because they lack incentives to do so. However, few studies have compared the incentive structures of the two sectors. Using empirical evidence from four telecom companies in Ghana, this article shows that the gaps between ‘state’ and ‘private’ have narrowed. Also, while incentive structures such as salary, fringe benefits and job (in)security are converging, critical performance management processes like employees' participation in decision‐making, performance appraisal, monitoring and credibility of sanctions are drifting apart. This article concludes that differences in performance between state and private companies may be explained by performance management processes and not incentive structures. It cautions that improved salaries and other office perquisites may not by themselves achieve organisational performance. Rather, incentives should be embedded in a broader approach through effective performance management processes. The information in the article is relevant to the ‘borderline’ part of the public sector under a deregulated environment. Copyright © 2007 John Wiley & Sons, Ltd.     

Property tax in Indonesia: measuring and explaining administrative (under‐) performance

One of the arguments made by some Indonesian government officials in defence of continued central control over the property tax is that it has performed well under their authority and that its decentralisation would inevitably result in weaker operations and outcomes. The property tax has indeed grown remarkably well over the past 15 years. This growth, however, has been from a very low base, has been dominated by increased revenues from the mining sector and has been driven by a small number of sub‐national governments. Recently, only around 40% of local sector property tax potential has been realised under central control, given the existing tax rate and base. Property valuations are the most problematic aspect of administration but tax coverage and collections are also sub‐standard. While there may, in fact, be insufficient local government capacity to manage the property tax, even to current levels of performance, this problem could be solved by transferring the relevant central staff to local governments, as has been carried out in other newly decentralised sectors. But even before tax administration is devolved, local governments could at least be given some authority over the property tax rate, presently one of the lowest in the world. Copyright © 2003 John Wiley & Sons, Ltd.     

The Value-Added Tax in Ghana

Ghana's Parliament enacted a value-added tax (VAT) in December 1994, with collection to begin on March 1, 1995. The short preparation period proved fatal for the tax. However, the nation's fiscal problems continue and the government is resolved to reintroduce the tax in 1998. This article reviews the structure of the failed tax, showing how it would have been a more effective general consumption tax than the system it would have replaced, examines the reasons for its untimely demise, and considers prospects for a successful reintroduction of the tax. Ghana's experience with the VAT can hold important lessons for countries contemplating the introduction of such a tax.     

State and standards

In this paper a new economic approach to standardization has been presented. Standardization has been regarded as a problem ofgradual choice. An individual chooses to apply more or less standards within a hierarchy of standards. With this decomposition of standards, the problem of strategic market power becomes less important than in the traditional models of standardization. It becomes possible to analyze the problems of network externalities within a framework of non-strategic behavior and to apply the tools of the traditional theory of externalities and public goods. While decentralized action may lead to too little standardization, committees may overcome this deficiency to some extent, but bureaucracies are likely to lead to overstandardization. In the empirical section of the paper it has been shown that our approach can be applied to the standard-setting process in languages, railroads, and telecommunications. In all three cases the tendency of bureaucracies to generate more standardization than committees has been corroborated.The authors are indebted for helpful comments to the participants of the Berlin Seminar on Political Economy and of the colloquium Algemene Economie, Rijksuniversiteit Groningen, and to A. Roemer, Saarbrücken.     

Leadership and standards in American universities

This was the final address on education given by A. Bartlett Giamatti prior to his untimely death in 1989. It was delivered at the Gannett School of Journalism of Columbia University. Before becoming commissioner of major league baseball, he was president of Yale University from 1978 to 1986. His most recent book is A Free and Ordered Space.     

Employee engagement and task performance in state‐owned enterprises in developing countries: The case study of the power sector in Ghana

A growing number of studies prove a relationship between employee engagement (EE) and performance. Unfortunately, almost all originate in the developed world; the few that look at developing countries, including their public sectors, have focused more on the civil service and agencies, and neglect state‐owned enterprises (SOEs), despite their importance for delivery of public services. The purpose of this paper is to examine the impact of EE on task performance in SOEs in developing countries, with particular reference to Ghana. We purposively selected SOEs in the power sector and quantitatively surveyed their employees. We employed regression analysis to examine the link between EE and employee task performance. Our study, like those before it, shows that EE has a positive and significant effect on employee task performance. Our findings further suggest that for SOEs to achieve their targets with employees' performance, appropriate strategies should be adopted to ensure that employees are highly engaged.     

Policy networks,politics and decentralisation policies in Ghana

Policy‐making is a political process involving a network of actors with varied interests. This article uses policy network as an analytical framework to understand the politics of decentralisation policy‐making in Ghana from the perspective of interactions among interest groups. The article is based on a research study, which utilised semi‐structured interviews and documentary sources in its data collection. It argues that the lack of progress in decentralisation in Ghana can be explained by the politics surrounding government–interest group relations. The article also provides evidence to indicate how varied interests represented within the decentralisation policy networks affected politics and in turn influenced decentralisation policy‐making and outcomes. Copyright © 2008 John Wiley & Sons, Ltd.     

Unprincipled Principals: Co-opted Bureaucrats and Corruption in Ghana

In theory, granting politicians tools to oversee bureaucrats can reduce administrative malfeasance. In contrast, I argue that the political control of bureaucrats can increase corruption when politicians need money to fund election campaigns and face limited institutional constraints. In such contexts, politicians can leverage their discretionary powers to incentivize bureaucrats to extract rents from the state on politicians' behalf. Using data from an original survey of bureaucrats (N = 864) across 80 randomly sampled local governments in Ghana, I show that bureaucrats are more likely to facilitate politicians' corrupt behavior when politicians are perceived to be empowered with higher levels of discretionary control. Using qualitative data and a list experiment to demonstrate the mechanism, I show that politicians enact corruption by threatening to transfer noncompliant officers. My findings provide new evidence on the sources of public administrative deficiencies in developing countries and qualify the presumption that greater political oversight improves governance.     

E‐government and public service quality in Ghana

This article contributes to the growing discourse on the potential of e‐government to transform the operations of public sector institutions, thereby improving public services. It does so by conceptualizing public service quality into efficiency, economy (cost reduction), customer satisfaction, and service accessibility and draws on qualitative data from the Ghanaian narrative for illustration. As previous studies have demonstrated, this study also affirms the potential of e‐government in improving public services delivery by increasing efficiency, reducing the cost of operations, expanding access to services, and achieving customer satisfaction. Yet, there remains a repertoire of challenges such as weak ICT infrastructure especially in towns and villages, incessant power outages and illiteracy, which are drawbacks to fully harnessing the benefits of e‐government in Ghana. The study recommends that these challenges should feature prominently in e‐government policies to increase the chances of solving them.     

Legitimacy, Authority and the Transfer of Power in Ghana

The problems of authority and legitimacy experienced by post-colonial states are often explained in terms of a 'colonial legacy'. The validity of this hypothesis is examined, in the case of Ghana, by analysing changes in the kinds of legitimacy claimed by the state from the colonial period through decolonization to independence. It is concluded that, whilst the most enduring legacy of colonialism was the attempt to found legitimacy in particularistic, indigenous systems of law, the decolonization process failed to transfer any one of the new, competing claims to legitimacy which emerged. Nationalism, of its very nature, was precluded from claiming authority on the basis of expertise in being European, and was also led to deny the validity of indigenous cultures. Representative democracy too was contradictory in so far as its results often challenged the nationalists' conception of a non-ethnic national identity. Ultimately neither democracy nor 'being African' was a sufficient basis for the legitimacy of the new state.     

Budgeting in Ghana: Innovations, Problems, and Prospects

Systematic development has been a high priority of Ghanaian leaders, particularly since Independence. The impetus for this national objective has been recent budgetary innovations aimed at far-reaching implications for a healthy national economy, including meaningful development. This article evaluates these innovations with a view to finding out the extent to which such forces of innovation have improved overall public financial administration, as well as the masses' living conditions via development. Finally, the results of these innovations and the lessons learned are summarized.     

Organisational reputation and impact on employee attitude: A case study of MTN Ghana limited and Vodafon Ghana Limited

The impact organisational reputation has on employee attitude is very crucial to the fortunes of any organisation, and employees are the fuel that runs the engine of the organisation, and it is believed that their attitude towards the organisation creates a positive performance for the organisation. This study, therefore, sought to determine organisational reputation and the impact on employee attitude by determining the contribution of employee in achieving the reputation of the organisation. The type of research design was a survey, and it relied on secondary information such as reviewing available literature and primary data through the dissemination of questionnaires. The findings suggests that employees contribute earnestly and effectively to organisations reputation, and this creates an enabling environment for creativity and growth, as employees see themselves as stakeholders who play part in the achievement of organisations reputation to the market. It was also revealed that when employees are taken for granted, they become dissatisfied and apathetic, which is likely to adversely affect organisational performance and goes a long way to drag the image of the organisation into the mud. It is recommended that employees' feelings are sought on matters that affect their lives and work, and they should work under conducive and healthy environments as this would give employees the feeling that their employers are concerned about their wellbeing, and this builds a positive attitude to work within employees who in turn work to achieve the goals of their organisation. Copyright © 2015 John Wiley & Sons, Ltd.     

The quest for inclusion and citizenship in Ghana: challenges and prospects

Ghana's tortuous journey to democracy received a major boost in the year 2006 with the enactments of two human-rights-related pieces of legislation. In this article the author contends, on the one hand, that the recent enactments of an amendment to the law on representation of the people and the persons with disability law in Ghana constituted a noteworthy landmark in the search for inclusive citizenship. On the other hand, the relation between society and the political authority during the processes of the enactments highlighted characteristics of a post-colonial African state. The author explores the antagonisms that surrounded the enactments of these laws. The article concludes that although the Ghanaian experience represents a new wave of re-thinking of rights in Africa, it also underscores the deep-seated issues of contestation and negotiations that unavoidably accompany the expansion of democracy and extension of rights to the excluded and the marginalized.     

Public sector reform in Sub‐Saharan Africa: what can be learnt from the civil service performance improvement programme in Ghana?

This paper focuses on public sector management reform ‘best‐practice’ case experience from Sub‐Sahara African (SSA). Given that ‘best‐practice’ is a relative concept and often debatable, the paper uses the Ghana Civil Service Performance Improvement Programme (GCSPIP) experience as rather a ‘good‐practice’ case with the view to sharing the outcome and lessons to encourage collaborative‐learning. It seeks to share the outcome and lessons learnt by the Ghana civil service reform with future public service reformers and to contribute to the literature. The paper concludes with an adaptable three‐dimensional framework. The framework argues that successful future public service reform (PSR) should consider three broad issues: first, are the ‘critical success factors’, including wholehearted political leadership commitment; wholehearted bureaucratic leadership commitment; thoughtful synergistic planning/preparation; patience for implementation and evaluation; capacity to convince; neutralise and accommodate reform‐phobias and critics; sustainable financial and technical resource availability and conscious nurturing of general public support. Second, is the need for reformers to appreciate the concerns of the public and the civil society scepticism of public ‘institutions’ and its ‘operatives’ and finally placing any reform programme in a country‐specific context, including understanding its history, culture, politics, economy, sociology, ideology and values. Copyright © 2008 John Wiley & Sons, Ltd.