The Politics of Performance Management in Developing Countries
A Comparative Analysis of Performance Management Agencies in Ghana and Nigeria
Bibliographic Data
| ID | 6414108 |
|---|---|
| Authors | Joshua Jebuntie Zaato (0009-0005-8476-8870, University of Ghana, corresponding author) |
| Year | 2025 |
| Volume | 24 |
| Issue | 1-2 |
| Pages | 126-147 |
| Publication date | 2025-03-14 |
| Peer Reviewed | Yes |
| Open Access | No |
| Type | ARTICLE |
| Venue | African and Asian Studies (JOURNAL) |
| Journal identifiers | ISSN: 1569-2094 • E-ISSN: 1569-2108 |
| Publisher | Brill (PUBLISHER • NL) |
| DOI | 10.1163/15692108-12341648 |
| OpenAlex | W4408546683 |
| Language | EN |
| References cited | 19 |
This article examines the dynamics of performance management in developing countries using Ghana and Nigeria as case studies. Performance management has been proclaimed as a panacea for efficiency, efficacy and accountability in public organizations. As a result, over the past decades, many governments in developing countries have devoted considerable resources to improving performance management practices by building the capacity of performance management agencies. The objective is to use these agencies to both enforce and measure the degree of performance practices in the public sector. Ghana and Nigeria have bought into this idea and the two elite agencies responsible for developing and deepening this performance management culture are the Auditor-General of the Federation of Nigeria (AuGF) and the Ghana Auditor Service ( GAS ). This paper adopts a comparative approach to gauge the extent to which they have delivered their mandate. It argues that just creating these performance management agencies is not a panacea to solving the problems of poor performance in the public sector. It concludes noting that it is a mirage to create a performance management culture in public organizations without addressing critical issues of leadership, patronage, arm’s length relationships and unaccountable regimes
African studies · Asian studies · China · Development economics · Economics · Political science · Politics · Sociology · Accounting and Organizational Management · Anthropology · Global and Cross-Cultural Management · Human Resource Development and Performance Evaluation · Law
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Financial scandals, accounting change and the role of accounting academics
Document Analysis as a Qualitative Research Method
International Review of Administrative Sciences
Why people don't trust government
Performance measurement
The Dialectics of Accountability for Performance in Public Management Reform
Neo-Colonialism
Public‐Sector Leadership Theory
The Performance-Trust Link
Case Studies and Theory Development in the Social Sciences
Effectiveness of Performance Management System for Employee Performance Through Engagement
Political Science and the Three New Institutionalisms
Public Administration in Africa
| Citation velocity | historical |
|---|---|
| Highly cited | No |