Mr Emmanuel Tenakwah
Newcastle Business School (International Business)
Emmanuel is currently a Sessional Academic; and a Ph.D. candidate here at The University of Newcastle where he is researching on the transfer and diffusion of human resource management practices in Multi-national Enterprises. Emmanuel until enrolling for a Ph.D. was a teaching/research assistant at the University of Ghana having taught courses such as Change management, Organisational Behaviour and Design, Environmental Management, Introduction to Public Administration, Human Resource Management, Local Government Administration, Strategic Management/Business Strategy, and Principles of Management. He has accumulated over 6 years of teaching and research experience at the university level and participated in several workshops and conferences including the prestigious Henley International Business Masterclasses (Henley Business School, University of Reading, UK). He is a member of the Academy of International Business (AIB) and the International Research Society for Public Management (IRSPM).
- Master of Philosophy, University of Ghana
- Global Business
- International Business
- International Human Resource Management
- Multi-National Enterprises
- English (Fluent)
|Title||Organisation / Department|
|Casual Academic||University of Newcastle
Newcastle Business School
|Dates||Title||Organisation / Department|
|1/8/2015 - 30/3/2017||Teaching Assistant||University of Ghana
Department of Public Administration and Health Services Management
For publications that are currently unpublished or in-press, details are shown in italics.
Journal article (3 outputs)
Tenakwah ES, Otchere-Ankrah B, 'The Imbalance between Public Expectations and Resource Provision in Developing Countries: Can Inter-Assemblies Cooperation Reduce the Gap?', International Journal of Public Administration, 43 1097-1108 (2020) [C1]
Ahenkan A, Tenakwah ES, Bawole JN, 'Performance management implementation challenges in Ghana s local government system: Evidence from the Sefwi Wiawso Municipal Assembly', International Journal of Productivity and Performance Management, 67 519-535 (2018)
Purpose: The purpose of this paper is to investigate the current performance management system of the Sefwi Wiawso Municipal Assembly as well as the challenges faced by the Assemb... [more]
Purpose: The purpose of this paper is to investigate the current performance management system of the Sefwi Wiawso Municipal Assembly as well as the challenges faced by the Assembly in implementing its performance management system. Design/methodology/approach: The specific design that was adopted is the case study approach. The primary data were gathered through in-depth interviews. In total, 20 heads of departments and employees were purposively sampled. The data gathered from the interviews were analysed using Miles and Huberman¿s (1994) approach to qualitative data analysis. Findings: The paper reveals that the performance management system of the Assembly has not been effective. The study also reveals poor communication, poor integration, low commitment by the top officials, absence of training, inadequate capacity for setting clear targets and objectives, and measuring and evaluation criteria for performance assessment, cultural issues, absence of rewards for good performance, financial constraints, weak and highly bureaucratic management systems as challenges facing performance management system of the assembly. Practical implications: This study indicates that the training of supervisors and the linking of performance management systems with reward and recognition are key to ensuring an effective implementation of the performance management system of the Assembly. Originality/value: This paper contributes to literature by examining the performance management system of the Sefwi Wiawso Municipal Assembly in the Western Region of Ghana by describing and drawing lessons from local government experiences in the implementation of performance management systems in developing countries.
Otchere-Ankrah B, Tenakwah ES, Tenakwah EJ, 'Organisational reputation and impact on employee attitude: A case study of MTN Ghana limited and Vodafon Ghana Limited', Journal of Public Affairs, 16 66-74 (2016)
The impact organisational reputation has on employee attitude is very crucial to the fortunes of any organisation, and employees are the fuel that runs the engine of the organisat... [more]
The impact organisational reputation has on employee attitude is very crucial to the fortunes of any organisation, and employees are the fuel that runs the engine of the organisation, and it is believed that their attitude towards the organisation creates a positive performance for the organisation. This study, therefore, sought to determine organisational reputation and the impact on employee attitude by determining the contribution of employee in achieving the reputation of the organisation. The type of research design was a survey, and it relied on secondary information such as reviewing available literature and primary data through the dissemination of questionnaires. The findings suggests that employees contribute earnestly and effectively to organisations reputation, and this creates an enabling environment for creativity and growth, as employees see themselves as stakeholders who play part in the achievement of organisations reputation to the market. It was also revealed that when employees are taken for granted, they become dissatisfied and apathetic, which is likely to adversely affect organisational performance and goes a long way to drag the image of the organisation into the mud. It is recommended that employees' feelings are sought on matters that affect their lives and work, and they should work under conducive and healthy environments as this would give employees the feeling that their employers are concerned about their wellbeing, and this builds a positive attitude to work within employees who in turn work to achieve the goals of their organisation.