Enforcing performance management system change in public agencies: a case analysis of the Ghana meteorological agency

Abstract

This study investigates the enforcement of a reformed Performance Management System (PMS) within the Ghana Meteorological Agency (GMet), a public-sector institution. It specifically explores the implementation processes, the leadership and organizational factors that enable or hinder enforcement, and the broader institutional context shaping these changes. A qualitative case study design was employed. Using purposive sampling, 57 participants from various divisions and hierarchical levels within GMet were selected. Data were collected through semi-structured interviews and focus group discussions. The findings reveal a top-down enforcement process characterized by training for senior management, structured discussions on targets, compliance mechanisms, and monitoring activities. However, this enforcement was constrained by a lack of inclusive communication and insufficient grassroots involvement. Leadership commitment and clarity in goal-setting were identified as enabling factors, while deeply entrenched bureaucratic norms and political-institutional mandates from the Public Services Commission acted as significant constraints. Effective and inclusive performance management systems in public institutions improve service delivery, accountability, and public trust. When employees perceive fairness and involvement in goal-setting processes, motivation is enhanced, and workplace resistance is reduced, ultimately improving institutional responsiveness to citizens' needs. Effective PMS enforcement can enhance the accuracy and reliability of GMet services, supporting farmers' decisions and strengthening disaster preparedness through improved early warning systems. These outcomes can reduce climate-related losses and increase public trust in government institutions. This research provides a qualitative, context-rich understanding of the dynamics between top-down enforcement strategies and bottom-up employee reactions, extending the application of Lewin's and Goal-Setting theories to a complex public-sector environment. For managers in other developing countries, the findings suggest a shift from rigid, top-down enforcement to more adaptive, participatory implementation approaches that integrate monitoring with employees' sense-making to enhance buy-in, sustainability, and performance outcomes.