Human capital and performance management in Ghana water company limited
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University of Cape Coast
Abstract
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xi, 134p.:ill.
The sight of gushing water from burst pipes in Accra and the scarcity of the same commodity in other communities prompted the researcher to examine the human capital, corporate culture, performance management and bottlenecks that hinder organizational performance in Ghana Water Company Limited (GWCL). The research was cross-sectional, non-contrived, and non-causal. It was analytical consisting of a description and analysis of the phenomena of interest. A sample size of about 50% comprising 100 respondents were selected from GWCL Head Office and given questionnaires but only 80 successfully returned them. The sample was divided into mutually exclusive groups of junior and senior staff and a disproportionate stratified random sampling was used to create homogeneity within each group. Interviews, non-participant observation and personally administered questionnaires were the data collection instruments used. Descriptive statistics generated from the Statistical Product and Service Solutions was used to analyze the data. The analysis showed that GWCL has an educated senior staff but a less educated junior staff. The human capital is inadequate and the workforce is aging. Its corporate culture has no urgency for task accomplishment and management is grappling with managing waste. Therefore, it is recommended that management should recruit and train younger personnel, control and motivate staff while employees must eschew apathy and improve upon their performance.
The sight of gushing water from burst pipes in Accra and the scarcity of the same commodity in other communities prompted the researcher to examine the human capital, corporate culture, performance management and bottlenecks that hinder organizational performance in Ghana Water Company Limited (GWCL). The research was cross-sectional, non-contrived, and non-causal. It was analytical consisting of a description and analysis of the phenomena of interest. A sample size of about 50% comprising 100 respondents were selected from GWCL Head Office and given questionnaires but only 80 successfully returned them. The sample was divided into mutually exclusive groups of junior and senior staff and a disproportionate stratified random sampling was used to create homogeneity within each group. Interviews, non-participant observation and personally administered questionnaires were the data collection instruments used. Descriptive statistics generated from the Statistical Product and Service Solutions was used to analyze the data. The analysis showed that GWCL has an educated senior staff but a less educated junior staff. The human capital is inadequate and the workforce is aging. Its corporate culture has no urgency for task accomplishment and management is grappling with managing waste. Therefore, it is recommended that management should recruit and train younger personnel, control and motivate staff while employees must eschew apathy and improve upon their performance.
Keywords
Performance management, human capital, water companies