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

|**Management Practice**|**Topic**|**Ghana 2013 questions**|**Score 1 (2013)**|**Score 3 (2013)**|**Score 5 (2013)**|
|---|---|---|---|---|---|
|**CS-Incentives/Monitoring**|**Performance**<br>**Incentives**|Examines whether the<br>organization is able to deal<br>with underperformers|Poor performance is not<br>addressed or is inconsistently<br>addressed. Poor performers<br>rarely suffer consequences or<br>are removed from their<br>positions.|Poor performance is<br>addressed, but on an ad hoc<br>basis. Use of intermediate<br>interventions, such as training<br>is inconsistent. Poor<br>performers are sometimes<br>removed from their positions<br>under conditions of repeated<br>poor performance.|,<br>Repeated poor performance is<br>systematically addressed,<br>beginning with targeted<br>intermediate interventions.<br>Persistently poor performers<br>are moved to less critical roles<br>or out of the organization.|
|||Examines how well the<br>organization follows up on and<br>enacts plans to fix identified<br>problems (department/<br>process-level)|<br>Failure to achieve agreed<br>objectives does not carry any<br>consequences. Responsibility<br>for following up is poorly<br>defined.|Responsibility for follow-up<br>may be allocated, but there<br>would be no other specific<br>actions beyond this. Failure to<br>achieve agreed results is<br>tolerated for a period before<br>action is taken and sanctions<br>are rare. Difficult problems ca<br>persist indefinitely.|n<br>Responsibility for follow-up is<br>clearly defined and<br>accompanied by other<br>complementary steps. Failure<br>to achieve agreed objectives<br>is quickly addressed and may<br>lead to sanctions. Ongoing<br>efforts are made to fix even<br>difficult problems.|
|||Examines whether good<br>performance is rewarded<br>proportionately and influences<br>career progression|<br>People are rewarded in the<br>same way irrespective of their<br>performance. Promotions are<br>solely based on tenure.|There is an evaluation system<br>which in principle awards goo<br>performance (financially or<br>non-financially), but awards<br>are not based on clear criteria<br>processes. Performance can<br>sometimes influence career<br>progression.|d<br>/<br>There is an evaluation system<br>which rewards individuals<br>(financially or non-financially)<br>based on performance.<br>Rewards are given as a<br>consequence of well-defined<br>and monitored individual<br>achievements. Performance is<br>a key criterion for promotion<br>decisions.|
||**Monitoring**|Examines whether<br>organizational performance is<br>tracked using meaningful<br>metrics and with appropriate<br>regularity|Measures tracked are not<br>appropriate or do not indicate<br>directly if overall objectives<br>are being met. Tracking is an<br>_ad hoc_ process and most<br>processes aren’t tracked at all.|<br>Performance indicators have<br>been specified but may not be<br>relevant to the organization’s<br>objectives. Some important<br>performance indicators are<br>tracked formally.|Performance is continuously<br>tracked, both formally and<br>informally, using appropriate<br>indicators.|
|||Examines whether<br>organizational performance is<br>meaningfully reviewed with<br>appropriate frequency and<br>communicated to staff|Performance is reviewed<br>infrequently or in an un-<br>meaningful way (e.g. only<br>success or failure is noted).<br>The right information for a<br>constructive discussion is<br>often not present.<br>Conversations are ‘one-way’,<br>focus overly on data that is not<br>meaningful, and exclude most<br>staff. The purpose of the<br>review is not explicitly stated.<br>Next steps are not clearly<br>defined.|<br>Performance is reviewed<br>periodically with appropriate<br>data, and both successes and<br>failures identified. Objectives<br>of meetings are clear to all<br>participating, but results are<br>communicated only to senior<br>staff and conversations often<br>do not drive to the root causes<br>of problems. Next steps are<br>mentioned but not well<br>defined.|<br>Performance is continually<br>reviewed, based on the<br>indicators tracked, with a<br>focus on problem solving and<br>addressing root causes.<br>Purpose and follow-up steps<br>are clear to all. Meetings are<br>an opportunity for constructive<br>feedback and coaching.<br>Results are communicated to<br>all staff.|