Open Access
Subscription Access
Open Access
Subscription Access
Lack of Strategic Human Resource Management Principles in the Case of Ghana 2020 Election Presidential Results: The Computational Errors in the Declaration Decision
Subscribe/Renew Journal
The backbone of this research is based on the national pledge: “I promise on my honour, to be faithful and loyal to Ghana my motherland….”. This is the pledge taken by everybody in Ghana, especially those appointed by the government, and the executive itself, before they take up public office. This applies to the electoral commissioners as well, and therefore, with regards to elections, due-diligence is important. This paper discusses election results declared by the Electoral Commission of Ghana, with computational errors that undermine the integrity of the EC and Ghana as a whole. Ghana has 275 constituencies; this means 275 Members of Parliament (MP) are elected each time. There were 38,622 polling stations across the 16 regions of Ghana. In all, there were 12 presidential candidates in this year’s general election. The law mandates that the EC announces election results and winners at the collation centres for MPs, and the electoral commission chairperson announces the presidential result and winner at the headquarters. In this year’s presidential election, the results had errors that generated political agitation by the opposition, the National Democratic Congress (NDC), thereby rejecting the results announced by the EC chairperson. Hence, a method is adopted using the authors’ own 2020 Elections Results Database System and the disputed results announced by the EC chairperson was checked. The errors have been corrected academically for reference purposes. The errors committed by the EC dents their reputation and image, but it is not a big mistake that will lead to complete annulment of results. It is recommended that the electoral commission develop or purchase a software that would help them capture election results and carry out computations automatically, going forward. An empirical data with mixed method was used to deduce the correct results, both quantitatively and qualitatively
Keywords
Election, Ghana, Votes, Ballots, Declaration, Strategic, HRM, Database System
Subscription
Login to verify subscription
User
Font Size
Information
- Amit, R., & Schoemaker, P. J. H. (1993). Strategic assets and organizational rent. Strategic Management Journal, 14(1), 33-46.
- Annan, K. A., Zedillo, E., Ahtisaari, M., Albright, M.H., Arbour, L., Helgesen, V., & Wirajuda, H. (2012). Deepening democracy: A strategy for improving the integrity of elections worldwide. Stockholm: Global Commission on Elections. Democracy, and Security. Retrieved December 15, 2020 from http:// kofiannanfoundation.org/sites/default/files/deepening_ democracy_0.pdf
- Barney, J. (l995). Looking inside for competitive advantage. The Academy of Management Executive, 9(4), 49-61.
- Becker, B. E., & Huselid, M. A. (2006). Strategic human resources management: Where do we go from here? Journal of Management, 32(6), 898-925.
- Electoral Commission of Ghana. (2020). Retrieved from www.ec.gov.gh Ghanaweb.com (2020). Jean Mensa’s declaration of 2020 presidential election results. Retrieved December 15, 2020 from https://www.ghanaweb.com/GhanaHomePage/NewsArchive/FULL-TEXT-Jean-Mensa-s-declarationof2020-presidential-election-results-1129871
- Grant, R. M. (1991). The resource-based theory of competitive advantage: Implications for strategy formulation. California Management Review, Spring, 17, 114-135.
- Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38, 635-672.
- Jones, G. R., & Wright, P. M. (1992). An economic approach to conceptualizing the utility of human resource management practices. Research in Personnel and Human Resources Management, 10, 271-299.
- Kathleen, K. (1990). Models of neonates’ preferences for face like patterns: A response to Morton, Johnson and Maurer. Infant Behavior and Development, 13(1), 105-108.
- Lehoucq, F. (2003). Electoral fraud: Causes, types, and consequences. Annu. Rev. Polit. Sci., 6, 233-256.
- Peterraf, M. A. (1993). The cornerstones of competitive advantage: A resource-based view. Strategic Management Journal, 14(3), 179-191.
- Pfeffer, J., & Veiga, J. F. (1999). Putting people first for organizational success. Academy of Management Executive, 13(2), 37-48.
- Riker, W. H. (1982). Liberalism against populism: The theory of social choice confronts the theory of populism (p. 311). San Francisco: Freeman.
- Sherafati, M., & Mohammadi, R. (2014). The impact of strategic human resource management on organisational performance. Indian J. Sci. Res., 5(1), 172-178.
- Ulrich, D. (1998). Delivering results. Boston: Harvard Business School Press.
- Weatherly, L. (2003). Human capital - The elusive asset; measuring and managing human capital: A strategic imperative for HR. Research Quarterly, Society for Human Resource Management. Retrieved from http://www.shrm.org/research/quarterly/0301capital. pdf
Abstract Views: 212
PDF Views: 0