Universities in Africa do not operate in a vacuum. Their success depends not only on socio-economic and political factors but also on cultural values that influence their activities. In this article, we draw upon the case of one Ghanaian university to illustrate the extent to which cultural values that individuals bring to the workplace pose challenges to performance management. We argue that an in-depth understanding of the micro and macro cultural contexts of performance management is critical, if the University of Cape Coast can cope with current competitive market demands. We finally put forward a proposal for an extensive research into the cultural challenges facing performance management in other African universities.
Makerere Journal of Higher Education Vol. 1, 2004: 106-119