THE EFFECT OF PERFORMANCE MANAGEMENT ON THE CORPORATE PERFORMANCE OF PRIVATE TERTIARY INSTITUTIONS IN GHANA

Theresa Adusei Peasah; Amiya Bhaumik; Degraft Johnson Dei; Constance Phyllis Puttick; Eleazer Fianko Ofei; Mensah Marfo

doi:10.63300/arjst.2026.v3.i4.03

Authors

Theresa Adusei Peasah Research Scholar, Lincoln University College, Malaysia Author
Amiya Bhaumik Professor, Lincoln University College, Malaysia Author
Degraft Johnson Dei Reviewer, KAAF University, Accra, Ghana Author
Constance Phyllis Puttick Reviewer, KAAF University, Accra, Ghana Author
Eleazer Fianko Ofei Reviewer, KAAF University, Accra, Ghana Author
Mensah Marfo Reviewer, KAAF University, Accra, Ghana Author

DOI:

https://doi.org/10.63300/arjst.2026.v3.i4.03

Keywords:

Contingency Leadership Theory, Corporate performance, Heterotrait-monotrait (HTMT) ratio, Performance Management, Resource-Based View, Structural equation modelling

Abstract

Performance management has been recognised as a primary driver of organisational performance, yet evidence from private tertiary institutions in Ghana is limited. This study investigates how performance management influences corporate performance in these institutions, focusing on target setting, performance review, appraisal frequency, feedback, and support of goal achievement systems. Employing a cross-sectional design and quantitative approach, data were collected based on structured questionnaires from 291 respondents of the selected private universities. The association between variables was analysed through structural equation modelling (SmartPLS 3.0). Findings suggest that performance management positively and significantly impacts private universities' performance. Our study provides practical recommendations to policymakers and managers on improving performance management systems and their alignment with long-term institutional goals. University managers and policymakers must prioritize rigorous and merit-based practice, blending individual and management potential and institutional goals to create competitiveness and sustainability. The study contributes to the literature through empirical results in the relatively under-researched Ghanaian private higher education setting. This study is among the first to apply contingency leadership theory and the Resource-Based View (RBV) to investigate performance management in Ghana's private higher education sector. The study adds to theory by bringing to the fore the reality that leadership competencies in management are more valuable to organizations. In the meantime, the study also offers practical insights for advancing talent management models in developing-country contexts.

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Author Biographies

Theresa Adusei Peasah, Research Scholar, Lincoln University College, Malaysia

Theresa Adusei Peasah, Research Scholar, Lincoln University College, Malaysia

Corresponding Author: atpeasah@lincoln.edu.my
Amiya Bhaumik, Professor, Lincoln University College, Malaysia

Amiya Bhaumik, Professor, Lincoln University College, Malaysia
Degraft Johnson Dei, Reviewer, KAAF University, Accra, Ghana

Degraft Johnson Dei, Reviewer, KAAF University, Accra, Ghana
Constance Phyllis Puttick, Reviewer, KAAF University, Accra, Ghana

Constance Phyllis Puttick, Reviewer, KAAF University, Accra, Ghana
Eleazer Fianko Ofei, Reviewer, KAAF University, Accra, Ghana

Eleazer Fianko Ofei, Reviewer, KAAF University, Accra, Ghana
Mensah Marfo, Reviewer, KAAF University, Accra, Ghana

Mensah Marfo, Reviewer, KAAF University, Accra, Ghana

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