**Score 1 (2013)**

**Score 3 (2013)**

**Score 5 (2013)**

**Topic Ghana 2013 questions**

# **Table A4 Continued: Ghana 2013 Management Survey**

**Management Practice**

|**CS-Other**<br>**Staffing**|Examines the emphasis put on<br>attracting talented applicants<br>and applicants with particular<br>skills|The organization does not go<br>out of its way to recruit talented<br>applicants or applicants with<br>particular skills, so hiring is<br>driven entirely by staff numbers<br>and availability of funds.<br>Training opportunities are not<br>actively sought, and when<br>available are not allocated<br>based on capacity and/ or<br>need.|The organization occasionally<br>tries to recruit applicants with<br>particular skills, but<br>identification of needed skills is<br>not systematic and recruitment<br>is only occasionally based on<br>identified skill needs. The<br>organization rarely goes out of<br>its way to recruit talented<br>applicants. Training<br>opportunities are occasionally<br>sought, but driven mostly by<br>availability.|The organization actively<br>recruits talented applicants and<br>applicants with needed skills,<br>based on regular assessments<br>of skill needs. Training<br>opportunities are sought and<br>allocated to the staff who can<br>most benefit from them.|
|---|---|---|---|---|
|**Targeting**|Examines whether the<br>organization defines an<br>appropriate range of<br>meaningful objectives and/ or<br>targets to operationalize its<br>goals|Objectives and targets are<br>vague, only externally imposed,<br>or non-existent. The only<br>targets are lists of activities<br>drawn up as part of the budget<br>process.|<br>Some relevant objectives and<br>targets are defined, but these<br>mainly consist of lists of<br>activities and related outputs.<br>These may be loosely linked to<br>outcome targets.|A balanced range of objectives<br>and targets is defined for the<br>organization, including process<br>targets and other performance-<br>related targets.|
||Examines how well the<br>organization allocates tasks<br>and defines individual<br>objectives|Objectives are undefined or<br>very vague. Staff are expected<br>simply to “do what they’re told”.<br>Tasks are allocated to<br>individuals on an_ad hoc_ basis,<br>with little or no consideration of<br>individual competences or<br>workloads. Staff are often<br>unsure what they should be<br>doing.|Objectives may be formally<br>defined but are vague or<br>inconsistently applied. Staff<br>have a general sense what<br>they are responsible for, but<br>completion of most tasks relies<br>mainly on the giving/ following<br>of direct orders. There is some<br>consideration of which tasks<br>should be allocated to certain<br>individuals, but this is partial,<br>inconsistent, or based only on<br>an officer’s formal position.|Individuals understand clearly<br>what they are responsible for<br>and what they should be doing<br>at all times. Objectives are<br>meaningful and are defined<br>through a two-way process.<br>Tasks are allocated based on<br>identified competences.|
||Examines how easily<br>understandable objectives/<br>targets are and how well they<br>cascade down the organization|Goals do not cascade down the<br>organization, are unclear, and<br>are not clearly understood.<br>Beyond just following orders,<br>individuals do not know how<br>their work is related to overall<br>performance.|<br>Goals do cascade, but only to<br>some staff and/ or division<br>heads. Individuals have only a<br>general sense of how their<br>work contributes to<br>performance and meeting<br>overall objectives.|Goals increase in specificity as<br>they cascade, ultimately<br>defining individual expectations<br>for all staff groups. Individuals<br>understand clearly how their<br>work contributes to overall<br>performance.|