Are Ghanaians Really Familiar With Accountability?

It appears that accountability is not part of a Ghanaian way of life, and, consequently, many a Ghanaian tends to approach his/her duty lackadaisically.

Somehow, a sizeable number of Ghanaians take delight in the usual Ghanaian mantra: ‘hire to retire’ (stay in the post regardless of abysmal performances).

Regrettably, we more often than not, put square pegs into round holes, and, the shiftless plebes often stay put, despite unobjectionable evidence of unbridled incompetence and irresponsibility.

“Public accountability is the hallmark of modern democratic governance. Democracy remains a paper procedure if those in power cannot be held accountable in public for their acts and omissions, for their decisions, their policies, and their expenditures.

“Public accountability, as an institution, therefore, is the complement of public management.

“As a concept, however, ‘public accountability’ is rather elusive. It is a hurrah-word, like ‘learning’, ‘responsibility’, or ‘solidarity’ - nobody can be against it.

“It is one of those evocative political words that can be used to patch up a rambling argument, to evoke an image of trustworthiness, fidelity, and justice, or to keep critics at a distance” (Bovens 2003).

Unfortunately, the word accountability is not known to many a Ghanaian. We often fail to hold to account people holding down important positions.

Apparently, the caption of this periodical reminds me of the day a perspicacious interviewer nearly squeezed out my brain from its cranium.

Somehow, I thought I had done enough to secure the position until the ever so inquisitive interviewer posed: what is your stance on ‘hire to fire’ and ‘hire to retire?

I must admit, though, the seemingly tedious question sent me dazing. Albeit, I composed myself, sighed heavily, reflected summarily and attempted to answer the question to the best of my ability.

I nervously proceeded: “I will settle on hire to retire, as in my opinion, such phraseology emphasises job security or longevity”.

How naïve and irresponsible I appeared to the interviewer. Clearly, I slyly shied away from the all-important part of the question which deals with accountability and disappointingly fixated on job security.

In fact, the incredulous stare towards my direction by the interviewer said it all. And, I anticipated a melancholic news in the days ahead.

To be quite honest, I was somehow evasive in my response to the aforesaid question. I indeed tried to avoid the hire to fire part of the question.

As I envisioned, however, I received an unsuccessful message through my inbox a few days later. It read: “thanks for attending the interview. After careful consideration, we regret to inform you that we are unable to offer you the position”. “We wish you every success in your search for a suitable employment”.

Disappointingly, I failed in my attempt to secure a lucrative job with the Office for National Statistics (ONS).

The Office for National Statistics (ONS) is the UK's largest independent producer of official statistics and is the recognised national statistical institute for the UK. It is responsible for collecting and publishing statistics related to the economy, population and society at national, regional and local levels.

In a desperate attempt to satisfy my curiosity, I requested for the feedback on the interview.

To his credit, the interviewer obliged and forwarded the feedback. Apparently, the details were in tune with my earlier prediction. I did not do justice to the question about accountability.

The interviewer ostensibly wanted me to tackle or expand on the ‘hire to fire’ part of the question construction.

The feedback clarified that my response would have informed the interviewer about my commitment and dedication to work.

Somehow, I was informed that the pathway to efficiency and productivity is through ‘hire to fire’, but not through ‘hire to retire’.

Since that time, I have ineffaceably stencilled such a valid phraseology on my mental sheet. As a matter of fact, it encapsulates accountability or duty of obligation.

In fact, I am of the firm conviction that the right antidote for a possible attitudinal and behavioural change is to resort to ‘hire to fire’ (dismissal upon poor performances), without fear or favour.

Why must a public servant hold on to his/her position despite an admissible evidence of dereliction of duty?

As a matter of fact, the best practice to achieving maximum productivity is through ‘hire to fire’, but not through ‘hire to retire’.

We would thus be most grateful if President Akufo-Addo could please resort to ‘hire to fire’ and show any derelict appointee the exit.

K. Badu, UK.