Result – based management and organisational performance: A case of Cape Coast Metropolitan assembly

Abstract

The study's overall purpose was to investigate at the factors that influence Result- Based Management (RBM) and how RBM affects the performance of the Cape Coast Metropolitan Assembly. For the study, a quantitative research approach was used, as well as descriptive and explanatory research designs. The study was crosssectional, with data collected over a set period of time being analyzed. Using a table of random numbers, 140 samples were selected from a total of 215 population. The data was collected via a questionnaire, which was subsequently coded using the Statistical Package for Social Sciences. Using descriptive statistics and structural equation modeling, the research objectives were examined. The study discovered that goal-setting processes and a performance-based personnel performance system were generally favourable. According to the findings, however, resource allocation and accountability were found lacking. Accountability was negatively connected with result-based management. The study revealed that the assembly is capable of advancing social growth, conducting initiatives, and assuring the municipality's safety and public security. All but goal setting was found to have a detrimental impact on organizational performance in the study. The study discovered that when these factors are combined, they result is significant and moderately beneficial to organizational performance. The study concluded that allocating resources, monitoring and evaluation, goal setting, and result-based personnel performance management are the most important determinants of RBM that management of the Cape Coast Metropolitan Assembly should continue to practice. The accountability practiced at the assembly is insufficient, so it was recommended that appropriate actions must be taken.