Structural and Relational Antecedents of Performance Management Systems Effectiveness in Ghanaian Public Universities

This dataset has to do with the Structural and Relational Antecedents of Performance Management Systems Effectiveness in Ghanaian Public Universities. It examines how structural and relational factors jointly influence the effectiveness of performance management systems (PMS) in public universities in Ghana. Grounded in Social Exchange Theory, Power Dependence Theory, and Relational Governance Theory, the research examines the roles of social power, trust, mentorship, negotiation, social exchange, and group dynamics in shaping PMS outcomes. Using quantitative cross-sectional survey design, data were collected from 300 academic and administrative staff across five public universities and analyzed through structural equation modeling (SEM) in AMOS. The model demonstrated excellent fit indices (χ²/df = 1.486; CFI = 0.970; GFI = 0.941; TLI = 0.966; RMSEA = 0.038). Results revealed that trust (β = 0.198, p = 0.003), mentorship (β = 0.302, p < 0.001), and negotiation (β = 0.132, p = 0.044) significantly and positively influence PMS effectiveness. Conversely, social power showed a weak, non-significant direct effect (β = –0.075, p = 0.250), and group dynamics exhibited a negative influence (β = –0.131, p = 0.042), suggesting that hierarchical authority and overly cohesive departmental cultures may constrain appraisal effectiveness. The model explained 33% of variance in PMS effectiveness (R² = 0.33). Findings underscore the need for university managers to adopt relationally grounded PMS designs that prioritize trust-building, mentoring, participatory negotiation, and transparent feedback processes over purely technocratic approaches. This study contribute novel empirical evidence linking structural and relational antecedents to PMS effectiveness in African higher education contexts, advancing understanding of PMS as a relational governance mechanism rather than a bureaucratic control tool. Keywords: Performance Management Systems; Trust; Mentorship; Social Exchange; Structural Equation Modeling; Public Universities; Ghana