A 2022 study on Ghanaian banks found that time pressure and role ambiguity are the most significant factors reducing employee performance. This highlights issues beyond workload volume, affecting productivity in the financial sector. Globally, low employee engagement led to an estimated productivity loss of $438 billion in 2024.
Organisations across Africa often treat employee wellbeing, engagement, and productivity as separate issues. These elements are interconnected, all shaped by the actual conditions of work. Businesses under economic pressure and constrained staff often neglect necessary conditions for sustained performance. This oversight leads to exhausted employees and reduced operational efficiency.
This trend is particularly noticeable within Ghana's financial services industry. The sector faces unique pressures from regulators and auditors, who demand strict compliance and process discipline. This often means institutions measure performance through easily observable activities like meetings attended or approvals completed. These metrics may not reflect actual value creation or sustained employee output. The focus on activity over true output can mask deeper issues of disengagement.
William Easmon, the Human Capital Director at Absa Bank Ghana LTD, emphasised this point. He stated that organisations need to ask hard questions about workplace conditions. These include clarifying priorities, reducing work friction, and ensuring sustainable workloads. Easmon's insights highlight a critical need for strategic rethinking by corporate leaders.
The findings from the 2022 study suggest a need for organisations to re-evaluate their operational frameworks. Properly understanding engagement signals whether working conditions support or undermine performance. Clear expectations, manageable workloads, and competent management are crucial. Decision-makers should focus on creating conditions that allow employees to apply their judgment and effort productively. Failing to address these issues could lead to continued attrition and lower overall economic output.
The study, conducted by the Olva Academy School of Researchers, surveyed 200 staff across six Ghanaian banks. It specifically identified uncertainty about priorities, standards, and accountability as major stressors. These factors, rather than just the volume of work, contribute to employee burnout. This divergence between institutional controls and employee experience points to a systemic problem. Organisations must align their goals with what truly enables staff to perform well over time. This approach can help reverse patterns of disengagement and reduce economic costs associated with low productivity.