Ghana instituted a performance monitoring and evaluation system (PMES) in its Public Enterprise (PE) sector in 1989 as part of a national effort to improve the economy. Public enterprise reform is premised on the assumption that given the right incentives, managers with the capacity and autonomy will be motivated enough to respond to signals in a competitive market to increase firm performance. This study examines the impact of the institutional changes on public enterprise performance in Ghana. / This study considers PMES as essentially a policy change, an intervention in normal public enterprise operations, and its impact is treated as a quasi-experiment. It uses interrupted time-series model to estimate the intervention-induced changes in the time-series data available (1985-91) for all the 15 public enterprises participating in the PMES in 1989 and 1990. Performance is measured using five ratio indicators: profit margin, return on assets, return on equity, labor productivity, and asset turnover. The analysis did not provide a consistent set of results indicating performance improve across the board after the intervention. / The study focuses on examining the underlying assumptions of the performance measurement system to explain the results obtained and finds that certain key components of the system were never fully implemented as designed. While the process for ensuring public enterprise accountability is greatly enhanced, public enterprise management lacks the autonomy to make key decisions affecting organizational performance. In addition, the incentive system remains an ineffective source of motivation. Also, many enterprises retain their monopoly positions in the market. Finally, the regulatory institution created to oversee the implementation of the PMES is ineffectual because of unclear regulatory formulas, lack of conflict resolution mechanisms, and limited institutional capacity to enforce regulatory rules. / The study concludes that performance measurement systems are a necessary but not sufficient condition for improved organizational performance. Meaningful change in organizational performance can only be expected in the context of overall change in government philosophy, beginning with a fundamental reassessment of the expected role of the enterprises in the national economy. The study's conclusions have implications for understanding the dynamics of institutional reforms and the prospects for implementing performance measurement systems at all levels of government. / Source: Dissertation Abstracts International, Volume: 55-04, Section: A, page: 1092. / Major Professor: Richard Chackerian. / Thesis (Ph.D.)--The Florida State University, 1994.
| Identifer | oai:union.ndltd.org:fsu.edu/oai:fsu.digital.flvc.org:fsu_77125 |
| Contributors | Bavon, Aloysius., Florida State University |
| Source Sets | Florida State University |
| Language | English |
| Detected Language | English |
| Type | Text |
| Format | 317 p. |
| Rights | On campus use only. |
| Relation | Dissertation Abstracts International |
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