Description

Author

Alex Osei-Kojo (School of Public Affairs, University of Colorado Denver, Denver, CO, USA)

Nancy L. Leech (University of Colorado Denver, Denver, CO, USA)

Abstract

In 2013, the civil service of Ghana introduced a performance agreement with the aim of revamping its operations and improving public service delivery. Despite the vast empirical literature on public management in general, very little attempt, if at all, has been made systematically to analyze the factors that led to the introduction of performance agreement in particular. Using mixed methods and the Multiple Streams Framework (MSF), the purpose of this study was to explain the factors that precipitated the introduction of performance agreement in Ghana’s civil service. A partially mixed methods research design was conducted. Using snowball sampling, 22 respondents participated in the study from different government ministries and other agencies in Ghana. Data were collected through face-to-face interviews. The main results are that the lack of objectivity and transparency in the previous performance appraisal system was a major driver in introducing the performance agreement. Additionally, civil servants in leadership position advocated for the performance agreement with support from foreign partners. Furthermore, a supportive political atmosphere provided a conducive climate for introducing the performance agreement. Overall, these findings are consistent with the predictions of the MSF.