The public service is a major contributor to economic and social progress in Ghana. Whenever public sector workers go on strike, society truly feels the impact. Nonetheless, there is a silent setback that many people may be afraid to discuss openly. It concerns the competence of some individuals who occupy highly ranked public service offices.
In Akan, there are popular remarks often heard during moments of crisis: “Opanyin nni fie ha?” literally 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 expressions reflect an important belief within Ghanaian culture that suggests that in times of difficulty, the most mature, experienced, and competent person is expected to take charge. Competence, therefore, is not only valued in our offices; it is deeply admired within our culture, especially among elders and leaders.
Whenever I watch sittings of the Public Accounts Committee, I sometimes observe highly ranked executives struggling to answer simple questions that require straightforward responses. At such moments, being human, I naturally begin to question and even doubt their competence.
I ask myself: if these individuals occupy some of the highest positions within their various departments, then what becomes of those under them?
Interestingly, some of their subordinates often appear more confident, articulate, and professional than their superiors.
Sadly, this is not an isolated situation. A walk into certain public service offices may reveal similar concerns.
Personally, I have worked with some highly ranked executives within the public service. In hindsight, I was initially excited to work with them because I believed they were competent enough for me to learn from their experience and expertise. Surprisingly, the opposite occurred. In some cases, I found myself rather assisting them. Frankly, I felt disappointed.
In terms of professional attitude and technical skills, some were below average, if I may be candid. This is not to denigrate or disrespect them, but I expected better. If not perfection, then at least a level of competence that matched the offices they occupied.
Nonetheless, it is important to acknowledge that not all cases reflect this concern. Some employees occupying ranks they truly deserve are performing exceptionally well.
At the sittings of the Public Accounts Committee, the performance of such executives is clearly evident, acknowledged, respected, and often commended. They demonstrate competence, confidence, and professionalism in handling complex questions and accountability issues. Indeed, they are worthy of emulation within the public service.
Competence gap
Over the years, I have also observed that some highly ranked employees occupy their positions partly because of long years of service. The assumption is often that since they have spent many years within the organisation and perhaps gone through the ranks, they are automatically qualified for higher responsibilities. However, this is not always the case.
Experience and longevity in service are important, but they do not always translate into competence, leadership capacity, or managerial effectiveness. Some positions demand critical thinking, decision-making ability, technical expertise, emotional intelligence, and strategic leadership. These are qualities that may not necessarily develop simply through the passage of time.
It is also important to recognise that certain high-ranking positions may not be suitable for everyone. An individual may perform well in one role within an organisation yet lack the capacity and capability required for more demanding leadership positions. Unfortunately, promotions are sometimes treated as rewards for long service rather than appointments based on proven competence and suitability for the role.
Merit decline
Ironically, such individuals continue to receive salaries, allowances, prestige, and recognition, while junior officers often do most of the actual work yet receive far less in return.
The danger of this trend is serious. Competent subordinates gradually become bitter and underappreciated. Over time, they reduce their work effort or, in extreme cases, resign entirely.
Productivity declines, morale weakens, and workplace conflicts begin to emerge. Simply put, it becomes a case of square pegs in round holes.
But can we entirely blame such individuals? Perhaps not. A society deeply rooted in nepotism and the “whom you know” syndrome will inevitably produce such outcomes.
A Senior Research Fellow at the Institute for Democratic Governance, Kwesi Jonah, once attributed the low productivity levels within the public service to what he described as tribal and politically influenced recruitment practices. According to him, Ghana cannot achieve the level of development it seeks if competence and merit are sacrificed for tribal affiliations, political loyalty, and personal connections.
Speaking on Adom FM’s Dwaso Nsem programme, he reportedly warned that it is dangerous for the nation to ignore competence and skills while prioritising tribal links in recruitment into the civil service — an institution considered a major engine of national development. He further expressed concern over situations where family members are recruited into the public service without going through the required procedures.
According to him, such nepotistic practices have contributed to growing indiscipline within the public service and have seriously undermined national development.
The Convener of the Senyo Hosi’s OneGhana Movement, Senyo Hosi, has also raised alarm over what he describes as a worsening productivity crisis within Ghana’s public sector. Speaking on TV3 Ghana’s Newsfile programme on Saturday, 21 March 2026, he stressed that while labour concerns are legitimate, productivity has reached “an all-time low”, a situation he said requires urgent national attention.
A qualitative study by K. Asamoah et al. (2013) on factors that enhance productivity in the public sector also revealed, among other findings, that the appointment of personnel should be based on merit. The study emphasised that competence, fairness, and professionalism remain essential ingredients for efficiency and productivity within public institutions.
Today, some people appear to occupy positions they may not be adequately qualified for simply because they belong to a political party, are connected to influential individuals, or are related to those in authority.
Unfortunately, when competence is sacrificed for connections and favoritism, institutions suffer. Efficiency declines, trust in leadership weakens, and national development slows.
If Ghana truly seeks progress, then appointments and promotions within the public service must increasingly be based on merit, competence, integrity, and proven ability rather than political loyalty or personal relationships.
Ranks should reflect competence not merely influence, privilege, or familiarity.
WRITTEN BY:
Henry Atta Nyame
Institutional Assessment practitioner
Editor’s note: Views expressed in this article do not represent that of The Chronicle
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