HUMAN CAPITAL AND PERFORMANCE MANAGEMENT IN GHANA WATER COMPANY LIMITED

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The sight of gushing water from burst pipes in Accra and the scarcity of

the same commodity in other communities prompted the researcher to examine

the human capital, corporate culture, performance management and bottlenecks

that hinder organizational performance in Ghana Water Company Limited

(GWCL). The research was cross-sectional, non-contrived, and non-causal. It was

analytical consisting of a description and analysis of the phenomena of interest.

A sample size of about 50% comprising 100 respondents were selected

from GWCL Head Office and given questionnaires but only 80 successfully

returned them. The sample was divided into mutually exclusive groups of junior

and senior staff and a disproportionate stratified random sampling was used to

create homogeneity within each group. Interviews, non-participant observation

and personally administered questionnaires were the data collection instruments

used. Descriptive statistics generated from the Statistical Product and Service

Solutions was used to analyze the data.

The analysis showed that GWCL has an educated senior staff but a less

educated junior staff. The human capital is inadequate and the workforce is aging.

Its corporate culture has no urgency for task accomplishment and management is

grappling with managing waste.

Therefore, it is recommended that management should recruit and train

younger personnel, control and motivate staff while employees must eschew

apathy and improve upon their performance.

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