This paper examines human resource management (HRM) practices in Ghana's local government and advances a twofold argument. First, it shows that decentralization reforms introduced in the 1980s and 1990s locked the system into a path-dependent governance trajectory. This has narrowed the scope for alternative approaches to achieving an effective HRM system. Second, despite formal provisions establishing local governments as autonomous and non-partisan, the findings reveal that informal norms, political patronage, and asymmetric power relations remain central in shaping HRM decisions. These realities affect staff motivation, retention, and organizational performance, often impairing formal HR procedures and meritocratic intent. The paper challenges taken-for-granted assumptions that implementing cookbook governance and/or new public management prescriptions can automatically improve institutional effectiveness and service delivery in developing countries. Instead, it argues for greater attention to historical legacies and political contexts. The paper contributes to scholarly debates on public sector management and state capacity by highlighting the limits of technocratic and one-size-fits-all approaches to strengthening subnational governance.
Mohammed Gadafi Ibrahim (2026) studied this question.