Abstract:
Performance management has emerged as a critical strategic tool for enhancing organizational effectiveness, yet its adoption and implementation within public utility service organizations—particularly in developing economies—remain suboptimal. This study critically examines stakeholders’ perceptions of performance management in two key public utility providers in Ghana: the Ghana Water Company Limited (GWCL) and the Electricity Company of Ghana (ECG). Drawing on a sample of 400 respondents and employing both descriptive and explanatory research designs, the study explores the interrelationships among strategic planning, institutional trust, organizational commitment, and their collective influence on performance outcomes and customer satisfaction. The findings reveal that effective performance management practices, notably performance appraisal systems, benchmarking, and stakeholder engagement, significantly enhance organizational performance and reduce employee turnover intentions. Furthermore, the study underscores the pivotal role of management commitment and alignment of organizational goals with performance metrics in driving service quality. The research contributes to the growing body of knowledge on public sector reform and proposes a contextualized performance management framework for utility service organizations in sub-Saharan Africa. Policy recommendations are offered to support the development of robust, inclusive, and sustainable performance management systems capable of meeting the dynamic expectations of stakeholders in the public service delivery landscape.
Keywords: Performance Management, Organizational Performance, Stakeholder Perception, Performance Appraisal, Strategic Planning, Institutional Trust, Organizational Commitment, Service Quality