Rank, competence in public service
The public service remains a major contributor to Ghana’s economic and social progress.
Whenever public sector workers go on strike, society immediately feels the impact.
Nonetheless, there is a silent concern that many people may hesitate to discuss openly — the competence of some individuals occupying highly ranked public service positions.
In Akan, there are popular expressions often heard during difficult moments: “Opanyin nni fie ha?” meaning, “Is there no adult in the house?” and “Opanyin nni wo fie a, due,” meaning, “Woe unto you if there is no responsible adult in your household”.
These sayings reflect an important cultural expectation: in times of crisis, the most mature, experienced and competent person should be able to lead. Competence, therefore, is not only valued in our workplaces but deeply respected within Ghanaian culture.
Whenever I watch sittings of the Public Accounts Committee, I sometimes observe highly ranked officials struggling to answer simple questions that require straightforward responses.
Naturally, this raises concerns about competence. If such individuals occupy some of the highest offices within their institutions, then what does that say about the standards beneath them?
Interestingly, some subordinates often appear more confident and professional than their superiors.
Sadly, this is not an isolated issue.
A walk into certain public offices may reveal similar situations.
I have worked with highly ranked executives whom I initially admired because I believed they possessed expertise I could learn from.
Surprisingly, in some instances, I found myself assisting them.
Frankly, it was disappointing. In terms of professional attitude and technical ability, some performed below expectations.
Nonetheless, it is important to acknowledge that not all cases reflect this concern.
Some public officials genuinely deserve the ranks they occupy and perform excellently.
Their competence, professionalism and confidence are often evident, particularly during accountability processes such as Public Accounts Committee sittings.
Such individuals deserve recognition and emulation.
Competence gap
Over the years, I have also observed that some employees rise to senior positions largely because of long years of service.
The assumption is often that longevity automatically qualifies one for higher responsibility.
However, experience alone does not always translate into leadership capacity, technical competence or strategic thinking.
Some positions require critical decision-making, emotional intelligence and managerial effectiveness that may not necessarily develop simply through years of service.
Unfortunately, promotions are sometimes treated as rewards for loyalty and tenure rather than appointments based on competence and suitability.
Merit decline
The consequences can be serious. Competent subordinates may become frustrated and underappreciated while less capable superiors continue to enjoy recognition, salaries and allowances.
Over time, morale declines, productivity weakens, and workplace tensions emerge.
Part of the problem also stems from nepotism and the “who you know” culture.
A Senior Research Fellow at the Institute for Democratic Governance, Kwesi Jonah, once warned that Ghana could not achieve meaningful development if competence and merit were sacrificed for tribal affiliations, political loyalty and personal connections.
Similarly, Senyo Hosi of the OneGhana Movement recently raised concerns about declining productivity within Ghana’s public sector, describing it as an issue requiring urgent national attention.
A qualitative study by K. Asamoah et al., (2013) also found that merit-based appointments are essential for improving productivity within public institutions.
If Ghana truly seeks progress, then appointments and promotions within the public service must increasingly be based on competence, integrity and proven ability rather than influence or familiarity.
Ranks should reflect competence, not merely privilege or connections.
The writer is an Institutional Assessment Practitioner.
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