Attempts to introduce performance related pay in the civil service took place in the 1980's and 1990's in OECD countries. Public administrations began to react in coping with what was called "the fiscal crisis of the State", a way of naming the consequences of the economic crisis originated in mid 1970s. This led many to advocating for a more businesslike approach in public administration operations. Working processes needed to be reviewed and be made more efficient and civil servants needed to produce more and better results. This was at the root of the New Public Management (NPM) doctrine. Before the NPM other developments had taken place, such as the notion of responsiveness to the needs of citizens. Responsiveness was developed mainly in the late 1970's and the early 1980's to describe and emphasize the necessity for the public administration to connect better with the real needs of citizens in order to provide better and more suitable public responses to such needs.
             Businesslike approaches to public management peaked in OECD countries in the 1990's, particularly among those members of the British Commonwealth, while former communist countries in Europe were veering out of the old regime and were attempting to create new democratic institutions, including public administrations and civil services. Performance related pay for the reformed civil services was regarded as a sort of panacea by many politicians in the region for stimulating the development of a more professional civil service and more accountable public administrations. Performance appraisal and performance related pay became the most advocated technique by many reformers and consultants in the region and was put in most, if not in all, new civil service Acts.
             In Ghana a teacher's job satisfaction is one of the most essential issues for educational systems around the world. Next to pupils, teachers are the largest, most extensive, crucial and key to...