Performance management has become a key element in modern public sector governance. As a result, many developing countries have introduced it as a means to measure organizational and individual efficiency in order to ensure that public sector organizations meet the needs of the public. However, the implementation of performance management systems in many of these countries has been affected by a number of institutional and capacity constraints such as culture, institutional fragmentation, public apathy, and leadership support, thus making it difficult for many of them to realize the `benefits' of such a system. This article examines these constraints with a focus on Ghana. Utilizing information obtained from interviews of senior bureaucrats and chief executive officers of state-owned enterprises (SOEs), it is argued that without a critical analysis of these constraints, performance management no matter how attractive it may be will not achieve the desired results in developing countries.
Contraintes dans la mise en oeuvre de systems de gestion de la performance dans les pays en développement : le cas du Ghana (Frank Louis Kwaku Ohemeng) La gestion de la performance est devenue un élément clef de la gouvernance du secteur public aujourd'hui. De nombreux pays en développement l'ont ainsi introduite afin de mesurer l'efficacité organisationnelle et individuelle et s'assurer par là que les organismes du secteur public répondent aux besoins du public. Cependant, la mise en place de systèmes de gestion de la performance dans de nombreux pays a été affectée par un certain nombre de contraintes institutionnelles et de capacité, comme la culture, la fragmentation institutionnelle, l'apathie publique, et le soutien des directions. Tout ceci fait qu'il est difficile, pour bon nombre de ces organismes, de concrétiser les bénéfices du système. Cet article examine ces contraintes au Ghana. En se servant d'informations obtenues après avoir mené des entretiens avec des fonctionnaires supérieurs et des dirigeants d'entreprises publiques, nous arguons que, sans une analyse critique de ces contraintes, la gestion de la performance, pour autant qu'elle puisse paraître attractive, ne donnera pas les résultats escomptés dans les pays en développement.
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