HRM Practices among Management and Administrative Class in
Universities in Ghana
Human resources management (HRM) is important to the smooth operations in all
organizations because most problems are linked to the management of people and
people issues.[1]
HRM refers to the management of employment relations wherein the capabilities of
people are leveraged to ensure sustainable competitive advantage by way of integrated
policies, programmes and practices. It is stated that Ghana has to reconsider its HRM
approach whereby the non performers will have to be replaced and partisan politics set
aside to meet the changing work environment and sustain its development.
Due to lack of proactive planning, not more than 10 percent of its tertiary institution
graduates end up being employed after national service. Government-sponsored
educational programs may even have been used as a ploy by politically connected
persons at the expense of the tax payer.[2]
It is stated that Ghana’s universities are administered like fiefdoms instead of like
bureaucracies, with minimal focus on merit and results. It is also observed that many
university administrators and professors take all criticisms as personal with hidden
agendas. No African nation can rise from grinding poverty with mediocre and
autocratic educational systems. A sound public education business strategy is critical in
nurturing the human resource for national development.[3]
The public must reportedly fully fund the public universities of Ghana, with university
administrators to be held accountable for fund use and for running these institutions
irrespective of any existing contracts. They must also report on how the welfare of
students are promoted. This is the only way to ensure the hiring and retaining of highly
qualified university personnel.[4]
It is observed that in Ghana, there is lack of focus on the management of the
educational community, the poor supervision of which has compromised the standard of
its education.
A school’s organization must be involved with the broader spectrum of society and
the issues therein and not confine itself on school activities alone. The administration
of most schools resemble private businesses with the Head not consulting his/her
staff on decisions. There is no strategy for setting the school’s future direction.[5]
It is recommended that appointments of school administrators be based on
competence, and workshops and seminars be held to update their knowledge.
Government and other resource funds should support the educational administration
training of students at the University of Education, Winneba and University of Cape
Coast.[6]
According to a study on the financial administration of some second cycle schools in
the Kumasi Metropolis, heads should have basic accounting knowledge and bursars
should upgrade their accounting policies knowledge to be able to supervise accounts
of their schools because school personnel are aware of budget benefits in the
administration of finances.[7]
The recently formed Test for Ghana charity aims to assist bright but financially deficient
students to continue with their tertiary education at Ghanaian public universities and
polytechnics by way of partial or full scholarships, after which they will be required to
remain in the country for a minimum of five years to help in its socio-economic
development.[8]
[1] “Strategic Human Resource Management”, Commonwealth Telecommunications Organization, 17-21
November 2008, Accra, Ghana, <http://www.cto.int/Portals/0/docs/Training/Brochures/SHRM.pdf>
[accessed 2 May 2011]
[2] K.A.M. Senya, “Feature: The Ghana Dilemma in Human Resource Management – The HR Planning
Issue”, PEACE FM Online, 21 September 2010,
<http://news.peacefmonline.com/features/201009/83793.php> [accessed 2 May 2011]
[3] Prof Lungu Tokyo, Japan, “Accountability in Ghanaian Universities – Recap & Retort”, GhanaWeb,
4 March 2008, <http://www.ghanaweb.com/GhanaHomePage/NewsArchive/artikel.php?ID=139991>
[accessed 2 May 2011]
[4] ibid
[5] Paul Kwadwo Addo. (MGIM), “Educational Administration and Management in Retrospect”, 2007,
<http://dspace.knust.edu.gh/dspace/bitstream/123456789/2250/1/EducatioalAdministration%26MgtInRetrospect07-02-07.pdf> [accessed 2 May 2011]
[6] ibid
[7] James Oblie, “Evaluating the Financial Administration of Selected Second Cycle Schools in the Kumasi
Metropolis”, abstract, KNUST Space, 30 April 2011, <http://dspace.knust.edu.gh/dspace/handle/123456789/1615> [accessed 2 May 2011]
[8] “The Tertiary Education Scholarship Trust”, Test for Ghana, 2008,
<http://www.testforghana.com/> [accessed 2 May 2011]
0 comments:
Post a Comment