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UNIVERSITY OF GHANA SCHOOL BUSINESS
THE INTRODUCTION OF THE PAPERLESS SYSTEM AND ITS
IMPACT ON EMPLOYEE PERFORMANCE: A STUDY OF TEMA
PORT
BY
WILSON NUKU AMEGBOE
(10239182)
A LONG ESSAY SUBMITTED TO THE DEPARTMENT OF
ORGANISATION AND HUMAN RESOURCE MANAGEMENT,
UNIVERSITY OF GHANA BUSINESS SCHOOL, UNIVERSITY OF
GHANA, LEGON, IN PARTIAL FULFILLMENT OF THE
REQUIREMENTS FOR THE AWARD OF A MASTER OF ARTS IN
MANAGEMENT AND ADMINISTRATION DEGREE
JULY, 2019
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DECLARATION
I do hereby declare that this work is the result of my own research and has not been presented
by anyone for any academic award in this or any other university. All references used in this
work have been fully acknowledged. I therefore bear responsibility for any shortcomings.
……………………………… ……………………………….
Wilson Nuku Amegboe Date
10239182
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CERTIFICATION
I hereby certify that this long essay was supervised in accordance with procedures laid down
by the University of Ghana.
………………………………… ………………………………………
Professor Dan Ofori Date
(Supervisor)
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DEDICATION
To the almighty God, my lovely wife and children.
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ACKNOWLEDGMENTS
To God be the glory for the great things He has done for me and my family for the successful
completion of this long essay. I am very grateful to my project work supervisor, Professor Dan
Ofori for his patience, words of encouragement and guidance offered me. I also convey my
sincerest regard to my beautiful wife Mrs. Selase Amegboe for her prayers and financial
support, my four strong boys Jude Etornam Amegboe, Jerome Mawuny Amegboe, Jerad
Mawunya Amegboe and Wilson Nuku Amegboe Jr. I also wish to express my heartfelt
appreciation to Dr. Obi Berko and Professor Amposah Tawiah, all of the University of Ghana
Business School, for their various inputs in completing this study. Finally, to my brothers and
sisters, Prophet Francis Nyarko of the Royal Charismatic Church, Reverend Benjamin Tsatsu
of Christian Action Chapel International of Ashaiman official town for their prayer support.
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LIST OF TABLES
Table 4.1: Demographic Characteristics .................................................................................. 24
Table 4.2: KMO and Bartlett's Test ......................................................................................... 26
Table 4.3: Reliability of Scales-Variables ............................................................................... 27
Table 4.4: Model Summary ..................................................................................................... 28
Table 4.5: Analysis of Variance............................................................................................... 29
Table 4.6: Regression Coefficients .......................................................................................... 30
Table 4.7: Challenges of Paperless Port System ...................................................................... 32
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LIST OF FIGURES
Figure 2.1: Conceptual Framework ......................................................................................... 16
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TABLE OF CONTENTS
DECLARATION....................................................................................................................... i
CERTIFICATION .................................................................................................................. ii
DEDICATION........................................................................................................................ iii
ACKNOWLEDGMENTS ...................................................................................................... iv
LIST OF TABLES ................................................................................................................... v
LIST OF FIGURES ................................................................................................................ vi
TABLE OF CONTENTS ..................................................................................................... vii
ABSTRACT .............................................................................................................................. x
SECTION ONE: INTRODUCTION...................................................................................... 1
1.0 Background of the Study ................................................................................................. 1
1.1 Problem Statement ........................................................................................................... 2
1.2 Purpose of the Study ........................................................................................................ 3
1.3 Objectives of the Study .................................................................................................... 3
1.4 Research Questions .......................................................................................................... 4
1.5 Significance of the study .................................................................................................. 4
1.6 Methodology .................................................................................................................... 4
1.7 Organisation of the Study ................................................................................................ 5
SECTION TWO: LITERATURE REVIEW ........................................................................ 6
2.0 Section Overview ............................................................................................................. 6
2.1 Overview of Seaport Technologies .................................................................................. 6
2.2 Ghana’s Paperless System ............................................................................................... 7
2.3 Contribution of Seaports to National Development......................................................... 8
2.4 The Concept of Employee Performance ........................................................................ 10
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2.5 Empirical Review of Related Studies ............................................................................ 11
2.6 Conceptual Framework .................................................................................................. 15
2.7 Section Summary ........................................................................................................... 16
SECTION THREE: METHODOLOGY ............................................................................. 17
3.0 Section Overview ........................................................................................................... 17
3.1 Research Design............................................................................................................. 17
3.2 Population and Sample .................................................................................................. 18
3.3 Data Instrumentation ...................................................................................................... 19
3.4 Data Processes and Analysis .......................................................................................... 19
3.5 Administration of Research Instrument and Ethical Considerations ............................. 20
3.6 Profile of Tema Port....................................................................................................... 20
3.7 Section Summary ........................................................................................................... 22
SECTION FOUR: ANALYSIS AND DISCUSSION OF FINDINGS .............................. 23
4.0 Section Overview ........................................................................................................... 23
4.1 Demographic Characteristics ......................................................................................... 23
4.2 Analysis of Findings ...................................................................................................... 25
4.2.1 The Nature of the Paperless Port System in Use at Tema Port ............................... 25
4.2.2 Exploratory Factor Analysis ................................................................................... 26
4.2.3 Reliability of Factors............................................................................................... 27
4.2.4 Regression Analysis ................................................................................................ 27
4.2.5 Challenges of the Paperless Port System ................................................................ 31
4.3 Discussion of Results ..................................................................................................... 33
4.3.1 Factors that Influence Employee Performance ....................................................... 33
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4.3.2 Challenges of the Paperless Port System ................................................................ 35
4.4 Section Summary ........................................................................................................... 36
SECTION FIVE: SUMMARY, CONCLUSION, AND RECOMMENDATIONS .......... 37
5.0 Section Overview ........................................................................................................... 37
5.1 Summary ........................................................................................................................ 37
5.2 Conclusion ..................................................................................................................... 38
5.3 Recommendations for Practice and Policy .................................................................... 38
5.4 Recommendations for Research .................................................................................... 40
5.5 Limitations of the Study................................................................................................. 40
REFERENCES ....................................................................................................................... 41
APPENDICE A: QUESTIONNAIRE .................................................................................. 48
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ABSTRACT
Governments are leveraging on the capabilities of information and communication
technologies to deliver better services to citizens which break bureaucratic barriers, reduce
corruption and equip staff with the right technological tools to enhance their performance. One
of such innovations is the paperless port system. In recent years, port operations have evolved
from the use of push trucks in the carriage of goods to advanced mechanization and
computerization which has improved service delivery. Previous studies have examined port
technologies and port performance with little focus on employee performance. In effect, little
is known about the impact of port technologies on employees at the port. This study examines
the impact of the paperless port system on employee performance at the Tema port. The study
adopted the quantitative research methodology to show the influence of the paperless port
system on performance of employees in Tema port. Based on the objectives of the study,
questionnaires were used to collect data from 85 employees through purposive sampling. The
study found that the factors that influence employee performance are IT infrastructure and
employee training. The other two factors, knowledge of the paperless port system and computer
self-efficacy were not found to influence employee performance. Also, the findings revealed
that network and internet issues, stakeholders’ understanding of the paperless processing,
coordination between customs, GRA, banks, and other stakeholders, integration of processes,
support/training for staff and clients, security issues, and complicated procedures and
document requirements are the challenges of the paperless port system that constrain employee
performance. The study recommends that stakeholders of the port should develop strategies for
adopting information technology successfully and set standards that should work towards
improvement of service delivery. The human resource teams and policy makers should also
formulate viable policy documents that will effectively boost productivity and operation
efficiency with regards to the use of technology in the discharging of employee duties.
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SECTION ONE
INTRODUCTION
1.0 Background of the Study
Governments through the use of information and communication technologies are introducing
innovations in state-owned institutions for better delivery of services to citizens, breaking
bureaucratic barriers, reducing corruption and equipping staff with the right technological tools
(Dolfsma, & Seo, 2013; Montargil, 2010). One of such innovations is the paperless port system.
The paperless port system constitutes the conversion of traditional, bureaucratic and paper-
based processes onto digital platforms (Janssen & Estevez, 2013). Port operation has evolved
from the use of push trucks in the carriage of goods to advanced mechanization and
computerization (Gekara, & Thanh, 2018). Such innovations open up international trade, one
of the gateways to economic development of a nation.
International trade remains the backbone of nations in the world (Lee, 2018). This trade is
facilitated by ports. The United Nations Conference on Trade and Development has
continuously reported an increase in world trade for the past decade and forecasts trade
volumes expansion at a compound annual growth rate of 3.2% between 2017 to 2022
(UNCTAD, 2017). This increase in trade volumes is widely linked to industrialization, the
elimination of trade barriers, and technological advances. In relation to the seaports,
technological advances offer benefits such as minimizing document processing time, faster
exchange of information, reduced number of errors due to single data entry, minimized cost of
documents transfer and increased information accuracy (Carlan, Sys, & Vanelslander, 2016;
Carlan, & Vanelslander, 2016).
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Through the use of digital technologies, there is increased efficiency and seamlessly connection
of the activities of people, companies, public agencies and non-governmental organizations
(Stephens, 2004; Heilig, Schwarze, & Vob, 2017). However, in order to achieve these benefits,
there must be a clear strategy and implementation plan for the adoption of the technology.
Bwalya and Healy (2010) in their study of the factors affecting state institutions’ adoption of
technology in Zambia, argued that, for a country to successfully implement an innovation, there
must be carefully thought-out strategies and implementation plans as well as taking into the
socio-cultural context of the country. Thus, for state institutions to introduce technology into
their operations successfully, there must be a comprehensive understanding of the information
technology capacity of the institution, prevailing intsitutional operations, managerial
competencies and the readiness of the institution to either adopt the innovation or not to adopt
it and how it is going to influence employee performance (Kamal, 2006). Hence, this study
seeks to explore the impact of the paperless port system on employees’ performance at Tema
Ports.
1.1 Problem Statement
There have been great concerns about the delay in clearance of goods and cargoes which is
mostly attributed to the paper-based means of clearing goods at the port. However, with the
introduction of technologies such as the paperless system at the Tema ports, much of these
delays have been eliminated. As asserted by Bainiah (2008), the introduction of the Ghana
Community Network (GCNet) and the Ghana Customs Management System (GCMS) in 2002
under the customs holds a great prospect in improving management of customs, and also
ensuring effective and efficient port operations.
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Also, state-owned institutions in their attempt to ensure better service delivery, are oriented to
technological development and changing from the handy traditional transactions into the
electronic ones; which gives short execution time and more accuracy in addition to raising the
employees' performance, minimizing the administrative mistakes, and reducing the
bureaucratic and administrative levels needed to complete the transaction. Although the
electronic system of cargo clearance has improved the time taken to clear Cargo at the ports;
(Bainiah, 2008), little is known about the impact of these technologies on the employees at the
port. Therefore, this study seeks to examine the impact of the paperless port on the employees’
performance.
1.2 Purpose of the Study
The purpose of this study is to examine the impact of the paperless system on employees’
performance.
1.3 Objectives of the Study
The paperless port system is a digital platform which leverages on technology to ensure that
all Ministries, Departments, and Agencies (MDAs) that issue permits before goods are
imported into the country are linked into an electronic system. This system has been
implemented at the Tema Sea Port. This study is therefore guided by the following objectives:
1. To ascertain the nature of the paperless port system in use at Tema port.
2. To identify the paperless port system factors that influence employee performance at
the Tema port.
3. To examine the challenges of the paperless port system that constrain employee
performance at the Tema port.
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1.4 Research Questions
Based on the objectives, the research questions for the are:
1. What is the nature of the paperless port system in use at the Tema port?
2. What are the factors of the paperless port system that influence employee performance?
3. What are the challenges of the paperless port system that constrain employee
performance?
1.5 Significance of the study
This study will contribute to existing knowledge on employee performance and technology
adoption. The results from this study will provide useful information to stakeholders of the
Tema Ports in the trade facilitation and shipping to further address challenges to introduction
of technology and employee performance. This will help stakeholders to review employee
performance. It is also hoped that the findings of this study will be beneficial to organizations
and institutions in developing strategies for adopting information technology successfully and
setting standards that should work towards improvement of service delivery. It is also hoped
that human resource teams and policy makers will use the findings of this study to formulate
viable policy documents that will effectively boost productivity and operation efficiency.
1.6 Methodology
This study adopted the descriptive survey research methodology to show the influence of the
paperless system on employee performance in Tema Port. Descriptive studies allow the
researcher to observe, count, delineate, and classify (Polit & Beck, 2010). As a result,
descriptive survey was the most appropriate design for this study because it is easy and
convenient to be conducted through questionnaire instrument. The population of this research
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was the entire staff of Tema Port. Thus, the target population of the study comprised of staff
drawn from all the departments of Tema Port. Based on the objectives of the study,
questionnaires were constructed and through purposive sampling, administered 85 set of
questionnaires to the sample population. These comprised of employees of the Tema Port who
interact with the paperless port system. The collected data was then cleaned and coded into
Statistical Package for Social Sciences (SPSS) software for analysis. Using regression and
descriptive statistics, the impact of the paperless port system on employee performance was
analysed and displayed in frequency tables.
1.7 Organisation of the Study
The study is made up of five sections. The first section, Section One, provides background
information to the study, and further discusses the problem statement, research purpose,
research objectives, research questions, significance of the study, and the organisation of the
study. The Second Section reviews contemporary literature pertaining to employee
performance and technology. Section Three discusses the methodology. Thus, the research
design, sampling techniques, data collection instrument and how the data will be analysed.
Further, Section Four presents the results of the study, analysis and discussion. Lastly, Section
Five outlines the summary of the study, implications of the study to research and practice, and
further provide future research directions.
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SECTION TWO
LITERATURE REVIEW
2.0 Section Overview
Section one provided the research purpose. This section focuses on reviewing relevant
literature on seaport operations technologies and performance. It begins with providing an
overview of Seaport technologies. Next, the Paperless Port System is discussed with the
contribution of seaport to countries following. Employee performance is then discussed to
provide a conceptual understanding. Empirical review of related studies on seaport
technologies and performance is then presented. Finally, the conceptual framework for the
study is presented.
2.1 Overview of Seaport Technologies
Cargo handling on board ships is an activity performed by stevedoring companies. Vessels
make money while sailing and spend money while in port (Stopford, 2003). The longer a vessel
stays in port the more money it spends and the shorter it stays the less money it spends. As a
result, ship owners and charterers do not tolerate any delays in port especially in the discharge
of cargo. This challenge of delays led to private-sector participation and the introduction of
various seaport technologies in cargo handling and clearance (GPHA, 2012).
This is not the case for only Ghana but for developed economies like UK as well. For instance,
the UK P & I Club (2015) reported that the total number of bills of lading fraud cases has
tripled, ports have resorted to the use of software to help in the fast processing and checking of
documents for authenticity at the same time in the delivery of cargo. With respect to Ghana,
the Tema Port, the Ghana Community Network Service (GCNet) is used by the Customs and
Excise Preventive Service (CEPS) to help in the fast and secured documentation process
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(Asuliwonno, 2011). An electronic way billing system has been integrated into the GCNet
system to help in the authentication of documents at the Golden Jubilee Terminal to ensure that
delivery orders reaching GPHA are authentic for the cargo to be delivered to the rightful owners
instead of fraudsters (GPHA, 2012). The use of technology has helped in speeding up the
delivery process in the port and also providing check systems in the documentation process,
this has helped in easing congestion in the port, which was endemic in the year 2009 in the Port
of Tema. This has provided room for more cargo to be received in the Port of Tema (GPHA,
2012).
2.2 Ghana’s Paperless System
The paperless port system is a digital platform. The paperless system has common and local
features viewed and used by the various actor groups. The actor groups are the customs,
clearing agents/importers and port authorities (Amankwah-Sarfo, Effah, & Boateng, 2018). In
partnership with the Customs Division of the Ghana Revenue Authority (GRA), the Ghana
Community Network Limited (GCNET) which is the e-solutions provider to the government
and which developed and also deployed the Ghana customs management system (GCMS)
introduced the paperless clearing system across all the customs entry points in the country in
2004. The purpose was to ensure that all Ministries, departments, and agencies (MDAs) that
issue permits before goods are imported into the country are linked into an electronic system.
The paperless clearing system means that all parties involved in the evaluation process,
classification of imports, insurance of permits, settlement of cash and all other activities
relating to the clearing process will be web based which will ensure a unified system without
much paperwork (Myjoyonline, 2016). Declarants can still print copies of their declarations
and also obtain printed receipts for duties/taxes, fees or port charges paid even though the
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GCNET seeks to eliminate the paper documents relating to trade. The paperless system has the
capacity to eliminate all unauthorized and unqualified persons (usually referred to as Goro
operators) who act as clearing agents at the port. To ensure a transparent and smooth process,
clearing agents are not allowed to give their user details to such persons. The introduction of
the GCNET operates an i-transit service, which fixes electronic tracking devices on cargoes on
transit. This system will help the GRA to track cargoes on transit and ensure that they leave
the shores of Ghana to their intended destinations.
2.3 Contribution of Seaports to National Development
The economic impact of seaports operations to national development in both the developed
and developing countries cannot be overemphasized. For instance, according to the 2017
Annual Port Freight Statistics of UK, ports are essential to the economy, with around 95% of
all imports and exports being transported by sea (Department of Transport, 2017). From the
developing countries perspective, statistics indicate that developing economies continue to
account for most global seaborne trade flows, both in terms of exports and imports and have
shipped 60 percent of world merchandise trade by sea in 2017 and unloaded 63 percent of this
total. (United Nations Conference on Trade and Development [ UNCTAD], 2018). Ports play
essential role in the development of developing countries particularly in times where the focus
of economic growth and development is on trade. Luguje (2007) notes that in landlocked
countries, the efficiency or otherwise of transit ports has direct effects on international trade
and competitiveness.
Ports are the key gateways to import and export industrial products in many countries
(Goudarzi, Malazi, & Ahmadi, 2016; UNCTAD, 2015). This is as a result of the affordability
of sea transport in transporting bulky goods and services as compared to other modes of
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transport. The ports of Ghana handle greater proportion of the country’s exports and imports.
The efficiency of ports operations in Ghana have increased over the years and have contributed
immensely towards the country’s development. Seaports often open up countries to the
international world by enhancing their comparative advantage in their areas of production.
Rodrigue, Comtois, and Slack (2016) underscores that seaports by extending their hinterlands
to reach captive markets from other ports of their region, can be seen as great elements in a
value-driven chain, whereby the port captures value for itself and for the value chain.
In Ghana, the contribution of the GPHA to the economic development is enormous. GPHA has
been committed to government policy on private sector-led growth. The Tema Port, Ghana’s
biggest port and principal cargo gateway, handles nearly 70 percent of the nation’s total
seaborne trade and about 35 per cent of its exports (Owusu Kwateng, Donkoh, & Muntaka,
2017). The port has witnessed a significant increase in trans-shipment of containers as well as
transit traffic to and from the landlocked countries of Burkina Faso, Mali and Niger (Owusu
Kwateng et al., 2017). It its estimated that approximately 12 million tons of cargo was handled
by the port and more than 17 million tons of containers in 2016 (GPHA Port Statistical Report,
2017). Further, the report indicates growth of over 50 percent in the past three years with
imports and exports rising steadily. Also, the GPHA (2016) report shows an increase in profit
from US$28m in 2012 to about US$88.6m in 2016. This revenue generated from seaport
operations are used for national projects and engines for economic development as asserted by
Acosta, Coronado, and Cerbán (2011).
Further, seaports provide employment opportunities for several people. The successful
operations of ports in the world require labour to engineer the operations of the ports. Despite
the capital-intensive nature of some sea ports in the world, a significant proportion of people
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are employed by seaports (GPHA, 2008). For instance, Bottasso, Conti, Ferrari, Merk, and Tei
(2013) found that employment rates in areas of seaport operations increase in relation to the
port’s cargo throughput. In Ghana, the GPHA employs about 20,000 people annually in
addition to the indirect services due to the existence of the ports (GPHA, 2002). Governments
generate enough revenue from the operations of the seaports. Government augments its
revenue through seaports in the form of custom duties from both exporters and importers.
2.4 The Concept of Employee Performance
The concepts of the performance have a large share of interest and research in management
and human resources studies, particularly as the performance baseline motive in any institution.
Performance is a system used to measure the efficiency and effectiveness of the functional of
the employee (Kim, Kim, Choi, & Phetvaroon, 2019). The achievement of an organisation’s
strategic goals cannot be done without one of its most significant assets, employees (Bryson,
2018). Employee performance is also referred to as job performance or individual performance.
Greenidge and Coyne (2014, p.12) defined employee performance as “the level of productivity
of an individual employee, relative to his or her peers, on several job-related behaviours and
outcomes”. To Coetzet and Rothmann (2006), employee performance depends upon work
settings, the atmosphere of office and social interaction. In addition, employee performance is
the real behaviour expressed by everyone as work achievement produced by employee
appropriate to their role in the organisation (Rivai & Jauvani 2009). Thus, employee
performance is highly influenced by the knowledge and skill of the employee and the working
tools available to the employee.
Employee performance is made up of two parts namely function of ability and motivation
(Kiruja, & Mukuru, 2018). Ability is composed of the skills, training and resources required
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for performing a task while motivation refers to an inner force that drives individual to act
towards something. There are several factors that can lead to the success of the employees’
performance (Stup, 2003). The factors are such as physical work environment, equipment,
meaningful work, performance expectation, feedback on performance, reward for good or bad
system, standard operating procedures, knowledge, skills and attitudes. Franco et al (2002)
defined performance that relies on internal motivation but presence of internal factors such as
necessary skills, intellectual capacity and resources to do the job clearly have an impact. As a
consequence, employers are supposed to provide appropriate working conditions in order to
make sure the performance of employees meet the required standards.
2.5 Empirical Review of Related Studies
It is widely accepted among many researchers in the organisational field that information
technology has a significant impact on the performance of organisation (Dian-sheng, Pei-gen,
& Wei, 2017; Chen, Wei, & Peng, 2018; Shahrokni, Årman, Lazarevic, Nilsson, & Brandt,
2015; Asbjørnslett, Lindstad, & Pedersen, 2012; Heilig & Voß, 2017; Wasesa, Stam, & van
Heck, 2017; Chen, Chou, & Hsieh, 2018). For example, information technology applications
can be used to improve the level of efficiency of administrative functions in an organisation
and to enhance the effectiveness of managerial activities. Seaport operations are affected by
international competition and constant demands by clients for the improvements of services
offered (Chang, 2013). As a result, researchers have focused on port performance and the
introduction of technology in the operations of seaports (Heilig, Schwarze, & Voß, 2017).
For instance, Chao and Lin (2017) studied gate automation system evaluation of container
number recognition system in port terminals. Using exploratory factor analysis, the result
demonstrates that radio-frequency identification (RFID) system is a suitable system for the
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terminals which wish to automate their gates. In the same vein, Ferretti and Schiavone (2016)
illustrated how information technology infrastructures can impact on seaports operations of
Hamburg Marco port in Germany. The authors found that the use of technology widely
improves the performance seaport. Also, Wasesa, Stam, and van Heck (2017) investigated
seaport service rate prediction system that can help drayage operators to improve their
predictions of the duration of the pick-up/delivery operations at a seaport by using the
subordinate trucks' trajectory data. By comparing two approaches to predicting the system rate,
thus, linear model bench- mark and gradient boosting model-based solutions, Wasesa et al.
(2017) found that the latter provides better predictions.
Other studies have also examined the port performances of different ports. These studies have
used models such as Data Envelopment Analysis (DEA) to estimate efficiency in ports
operations. For example, Gamassa and Chen (2017) compared port efficiencies between
Eastern and Western African ports using DEA Window Analysis. The findings from their study
demonstrate that though West African ports have bigger ports size and have a higher container
throughput twenty-foot equivalent unit (TEUs) compared to East African ports, these ports are
in general less efficient than East African ports. The authors further state that the port of Tema
in Ghana has been found to be the most efficient port in the two regions while Dar es Salaam
port has been found to be the least efficient port over a period covering seven years. Similarly,
Lee, Lam, Lin, Hu, and Cheong (2018) fifth-generation (5GP) port concept model to measure
the performance of Busan, Hong Kong, Singapore and Shanghai ports. Lee et al. (2018) found
that the performance of the ports of Hong Kong and Singapore is close to meet the definition
of 5GP criteria. On the contrary, ports of Busan and Shanghai are still behind the 5GP stage in
light of the majority of the evaluation criteria’s performance.
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Further, van Dyck (2015) assessed efficiencies of major ports (Six ports) in West Africa. The
author noted that the Port of Tema in Ghana was the most efficient West African port among
the six selected ports in West Africa. The findings further demonstrate that although Tema
exhibited some inefficiency in its operations, the port was found to make good use of its
resources for production. On the other extreme, the Port of Cotonou in Benin was found to be
the least efficient port obtaining the lowest average efficiency rating over a seven-year period.
It was determined that the port exhibited a substantial waste in production. van Dyck (2015)
concluded that ports in West Africa could be said to exhibit high levels of efficiency
considering that four out of six ports had an average efficiency score of 76% or higher for the
period under study.
In addition, Feng, Mangan, and Lalwani (2012) studied the performance of Western European
and Eastern Asian ports. Feng et al. (2012) highlights that port performances in the case port
regions are different from each other in some factors and that they share some common features
in certain other factors. The findings further reveal that the most critical differences between
the case ports are government support, proximity, speed of cargo handling, safety and port
technical infrastructure in descending order. The authors concluded that the Western European
ports need to improve on government support, reduce port charges, diversify port ownership
and improve port connectivity through the use of information technology, while the Eastern
Asian ports need to improve customs services, expand hinterlands, enhance logistics demand,
encourage intermodalism.
Also, Schøyen, Bjorbæk, Steger-Jensen, Bouhmala, Burki, Jensen, and Berg (2018) used DEA
to focus on sensitivities to the inclusion of country-specific measurements on logistics service
delivery performance outcomes on port efficiency. Similarly, Wang and Han (2018) measured
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the efficiency of international ports analysing six inputs (application service process, service
personnel ability, service personnel attitude, advisory services, harbour rates and stevedoring
rates) of twelve international container ports in Taiwan, and seven outputs (tug boat operation,
rope untwisting operation, pilot operation, stevedoring efficiency, low damage rate for goods,
awaiting unloading and working, and service flexibility). Chen, Chou, and Hsieh (2018)
studied output and disaggregate input efficiencies of international container ports during 2004-
2011 to identify avenues for strengthening port operations. Further, Wiegmans and Witte
(2017) focused on determining and analysing terminal characteristics that influence efficiency
of inland waterway container terminals. Again, from a multi stakeholder perspective, Ha,
Yang, Notteboom, Ng, and Heo (2017) developed a new port performance measurement model
by taking the perspectives from different port stakeholders. Ha et al.’s (2017) study provides a
comprehensive analysis of port performance to help port managers make better decisions on
port operations.
Rezaei, van Wulfften Palthe, Tavasszy, Wiegmans, and van der Laan (2019) rather focused on
port performance measurement in the context of port choice using multi-criteria decision
analysis. Rezaei et al. (2019) found that transport costs and times along the transport chain are
the dominant factors for port competitiveness. The findings further revealed that satisfaction,
reputation and flexibility criteria are the other important decision criteria. Also, Chen, Zhang,
Ma, Wang, Li, Wu, and Pan (2016) in their study, container port performance measurement
and comparison leveraging ship GPS traces and maritime open data, proposed a framework
that takes the ships’ container-handling events at terminals as the basis for port performance
measurement. Chen et al. (2016) highlighted the need to leverage the pervasive ship GPS traces
and maritime open data to derive port performance indicators, including ship traffic, container
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throughput, berth utilization, and terminal productivity, instead of relying on the manually
collected statistical information from different port authorities and shipping companies.
It is obvious from the above discussions that, while there have been several attempts by
researchers to study seaport operations, its performance and introduction of technology, much
attention have been to the firm level performance and how technology impact on the efficiency
of the port and not on the employee as an individual worker of the port. As result, little is
known about the impact a technology has on employee performance of seaports. To sum up,
as port management becomes market-oriented and actor-centred, studies on seaports port
should focus on the individual level, thus, the employee, rather than the port level. Hence, this
study seeks to assess the impact the paperless port system is having on employee performance.
2.6 Conceptual Framework
Chan and Tsou (2009) state that technology adoption can be grouped into distinct types;
information technology infrastructure (thus, information technology infrastructure), strategic
alignment (thus, employees training), employees’ competency, and employees’ attitude and
behaviour. Based on this and the reviewed literature on employee performance and
technologies, the conceptual framework that guides the study is developed. The framework
depicts that in the usage of the paperless port system, there are certain factors that can influence
the performance of an employee. These factors are knowledge of the paperless port system,
computer self-efficacy, employee training and information technology (IT) Infrastructure.
Knowledge of the paperless port system refers to the accrued knowledge an employee has about
using the technology to enhance performance of duty. Computer self-efficacy on the other hand
refers to the individual ability of the employee to use any technology without being assisted.
Employee training refers to the on the job training employees receive regarding how to
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efficiently use the paperless port system. Lastly, the IT infrastructure refers to the set of
technological infrastructures on which the smooth operations of the paperless port system
depends. Figure 2.1 below depicts the proposed research model that was used in the study.
Source: Author’s construction, 2019
2.7 Section Summary
Section two performed a review of literature relevant to seaport, technology and employee
performance. In details, an overview of seaport technologies, the paperless port system, the
contribution of seaports, and employee performance were discussed. The literature point to the
fact that technology can impact on employee performance. However, majority of the reviewed
literature on seaport and technology rather tend to focus on the firm level performance, thus,
organizational performance, with little attention to employee performance. Lastly, the
conceptual framework adopted for the study was presented. The next section presents the
methodology for the study.
Information Technology
• Knowledge of the
Paperless Port System
• Computer Self-Efficacy
• Employee Training
• IT Infrastructure
Employee Performance
Figure 2.1: Conceptual Framework
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SECTION THREE
METHODOLOGY
3.0 Section Overview
This chapter presents the research methodology for the study. The chapter begins by discussing
various research design and strategy and justifying the choice for the study. This is followed
by a description of the population and sample size as well as the selection techniques. Then,
the procedures for data collection and analysis are discussed. Profile of the selected institution
for the study and ethical considerations taken for the study are also further discussed.
3.1 Research Design
Research design relates largely to decision making which impacts the research question;
formulating the research problem, conceptualizing and taking action on the research, collecting
the research data, analysing and interpreting the results (Labaree, 2013). Having a rigorous
research design is crucial in the research process. Thus, research design ensures that evidence
is linked to research questions and conclusions, and it makes clear the logic which connects
the data to the evidence. Creswell (2014) notes that the types of methodology that are mostly
used in social science research are the quantitative, qualitative and the mixed method
approaches.
Qualitative research is “typically used to answer questions about the complex nature of
phenomena, often with the purpose of describing and understanding the phenomena from the
participants” point of view” (Leedy & Ormrod, 2010). The quantitative approach, on the other
hand, seeks to answer questions about relationships among measured variables, explaining,
predicting, and controlling phenomenon. Research methods serve as tools for generating and
analysing data (Hair, Wolfinbarger, Money, Samouel, & Page, 2015). Research design can be
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experiments, surveys, or case studies. The choice of any research design is influenced by three
conditions: the type of research question posed, the extent of control the investigator has over
actual behavioural events and the focus on contemporary as opposed to historical events (Yin,
2003).
A survey is defined as a research strategy that encompasses any measurement procedure that
involves asking respondents questions (Powell & Connaway, 2004). The questions that form
the research agenda include “who, what, where, how much, how many” (Yin, 2003). Surveys
are useful for gathering factual information, data on attitudes and preferences, beliefs and
predictions, opinions, behaviour and experiences: both past and present (Aldridge, 2001). This
study uses a descriptive survey. Creswell (2010) asserts that “survey provides a quantitative or
numeric description of trends, attitudes, or opinions of a population by studying a sample of
the population”. Descriptive survey’s attraction lies in its appeal to generalizability or
universality within given parameters; the ability to make statements which are supported by
large data and their ability to establish the degree of confidence which can be placed in a set of
findings. Hence, from the results of the sample, there can be generalization about the
population. Also, the choice of the quantitative approach as against qualitative methodology
will unearth conclusive evidence rather than just providing information. This study, therefore,
employed the quantitative approach.
3.2 Population and Sample
According to Osso and Onen (2011), a target population refers to the total number of subjects
which are of interest to the researcher. The target population for this study was all employees
of Tema Port who use the Paperless Port System. The target population is estimated at 2,500.
Boddy (2016) notes that a study’s sample is a part of a population that the researcher examines
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to gather information. Thus, a group of individuals from the population that possess the certain
characteristics and information relevant to the research. Bock and Sergeant (2002) are of the
view that the sample should be a representative of the population as possible. This study
sampled 85 employees out of the 2500 target population size. This study adopted the purposive
sampling technique in selecting the respondents for the study. Survey sampling describes the
process of selecting a sample of elements from a target population in order to measure the
characteristics of people. Berg (2001) argued that the logic of using a sample of subjects for a
study is that the smaller sample has the ability to make an inference about the larger population.
This, in effect, reduces the cost and amount of work that would have been involved in studying
the whole target population.
3.3 Data Instrumentation
The data collected were mainly primary data obtained through self-administrated
questionnaires. Kothari (2000) asserts that primary data is the type of data that is extracted
directly from the field. The self-administered questionnaire data collection procedure was done
through a drop and pick up later method. The questionnaire for the study was made up of three
sections: Section A collected demographic information about the respondents; Section B dealt
with the paperless port system factors that influence employee performance; Section C focused
on challenges associated with the paperless port system and how to improve it for effective
performance of employees. Secondary data such as reports, news and brochures were also
obtained from the organisation.
3.4 Data Processes and Analysis
Vonesh, Greene and Schluchter (2006) describe data analysis as a systematic and essentially
taxonomic process of sorting and classifying collected data. To Holsti (2006), it is the process
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of analytical and logical evaluation of data obtained from a study with the aim of drawing
appropriate conclusions. The data collected from respondents were statistically represented
with tables and charts using the Statistical Package for Social Sciences (SPSS) version 22 for
easy analysis and relevant interpretation of the data. The Statistical Package for the Social
Sciences version 22 is a widely used program for statistical analysis in social sciences,
particularly in education and research. The data was further analysed using multiple regression
to find out which factors influence employee performance.
3.5 Administration of Research Instrument and Ethical Considerations
The study used open and closed-ended questionnaires that were administered to the employees
of the Tema Port. Ethics are principles that researchers adhere to in conducting research (Fisher
& Swanson, 2010). At the centre of every research is data gathering and the ethical implications
of the use of these gathered data must be of high priority to the researcher (Nunan & Domenico,
2013). Ethical concern form was sought from the department. Also, respondents’ consent was
sought before the data was collected. Furthermore, respondents were assured with a declaration
at the header section of the questionnaire that the collected data will be used for academic
purposes only. To guarantee the protection of respondents’ privacy, names and emails of
respondents were not collected in the survey. These were duly adhered to by the researcher.
3.6 Profile of Tema Port
The Tema Port is part of the Ghana Ports and Harbours Authority (GPHA). The GPHA is a
statutory corporation established under the Provisional National Defence Council Law
(PNDCL 160) of 1986 to build plan, develop, manage, maintain, operate and control ports in
Ghana (GPHA, 2012). The Authority is a port facility and service provider which began as
Ghana Railway and Harbours Company in 1928 with only the Port of Takoradi. The vision of
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the Authority is to become the preferred port in the West African Sub-region. With respect to
its mission, the Authority outlines the following:
• To provide efficient port facilities and ensure quality services to customers.
• To present a pricing policy that seeks the mutual benefit of the Authority, operators and
customers, as GPHA keeps them to keep GPHA in business.
• To recognize her workforce as the greatest asset and key to success in her pursuit to be
the gateway to the West African Sub-region
• To employ appropriate technologies and contribute towards a clean, healthy and safe
marine environment.
The Authority manages two Sea ports: the Tema port and the Takoradi Port. This study,
however, focuses on the Tema Port. The Tema port was built in 1962. The Authority manages
and operates the Port of Tema with a host of private service providers in the areas of vessel
handling, stevedoring, transfer, storage, receipt and delivery of containerized and general
cargoes. (GPHA, 2012). Tema Port is the bigger among the two seaports in Ghana. It is located
within the East Coast of Ghana. The port has the biggest quantum of imports and exports and
it spans a land area of 3.9 million square meters, flanked by an industrial city, Tema. Within
the port’s environs are Inland Clearance Depots (ICDs), warehouses, transport and haulage
companies. Most of the port’s traffic are imports. These consist mainly containerized cargo,
break bulk cargo such as rice, sugar, fertilizer, etc., liquid and dry bulk cargo. Exports consist
of agricultural bulk like cocoa, Shea nuts, and banana (GHPA, 2012).
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3.7 Section Summary
This chapter discussed the research methodology used for the study. The survey quantitative
methodology was chosen for the study because it allows for surveying representative sample
thereby making the study’s findings generalizable. Respondents were selected through a
purposive sampling. The data gathered was analysed with the Statistical Package for the Social
Sciences while adhering to ethical principles of consent, anonymity and confidentiality
throughout the entire research process.
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SECTION FOUR
ANALYSIS AND DISCUSSION OF FINDINGS
4.0 Section Overview
This section provides the results from the study, the analysis of the findings and discussion of
the findings in relation to extant literature. The section starts with the descriptive statistics of
the respondents, then provides the results and discussions about the results. Discussion and
analysis are carried out in relation to the research objectives of the study.
4.1 Demographic Characteristics
A total of 85 questionnaires were administered, out of the 85, five participants failed to indicate
their age. Hence, these 5 were excluded from the assessment. This reduced the total number of
valid responses to 80, representing 94% of the total collected responses. Of this 94%, 51 were
males representing 63.7% of the valid sample size while there were 29 women representing
36.3%. A greater proportion of participants were between 30 and 39 years of age. This
accounted for 62.5% of 80. This was followed by participants aged 40 to 49 (21) representing
26.3% of the sample size, 7 participants were within the age bracket of 50 to 59 (8.8%) and
lastly 2 respondents were of the age group 20 to 29 representing 2.5% of the sample size. In
terms of level of education, 37, which is majority, had Master’s degree as their highest
educational level. This was followed by Bachelor’s degree holders with a value of 34 (42.5%),
Diploma holders with a value of 7 (8.8%) and lastly, 2 participants had PhD representing
(2.5%). Table 4.1 shows the demographic characteristics of the respondents.
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Table 4.1: Demographic Characteristics
Frequency Percent
80 100%
Age 20 - 29 2 2.5 30 - 39 50 62.5 40 - 49 21 26.3 50 - 59 7 8.8
Gender Male 51 63.7 Female 29 36.3
Years of Work 0-2 years 12 15.0
3-5 years 14 17.5
6-10 years 33 41.3
11-15 years 13 16.3
16-20 years 6 7.5
20+ 2 2.5
Educational Level Diploma 7 8.8
Bachelor’s Degree 34 42.5
Master’s Degree 37 46.3 PhD 2 2.5
Position Billing Clerk 10 12.5
Clearing Clerk 12 15.0 IT Support Officer 28 35.0
Cashier 16 20.0
Manager 14 17.5
Source: Field Survey, 2019
Regarding positions of respondents, out of the 80 respondents, IT Support Officers were 28
(35.0%) representing the highest. This was followed by Cashiers with a total of 16 respondents
(20.0%). Managers follows with 14 participants (17.5%), Clearing Clerks with 12 (15.0%), and
lastly Billing Clerks with 10 (12.5%). Further, from table 4.1, more than 50% (approximately
67.5%) of the respondents have worked at the port for more than five years. This implies that
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the respondents have the worked with and without the paperless port systems and can therefore
answer to what factors influence their performance.
4.2 Analysis of Findings
This section performs analysis of the findings to answer the research objectives stated in section
one. To help achieve the set objectives, exploratory factor analysis, regression analysis, and
means statistic were used. The results are further reported in the following subsections.
4.2.1 The Nature of the Paperless Port System in Use at Tema Port
The paperless port system is a digital platform with common features viewed and used by the
various stakeholders. Within the paperless port system is a common integrated electronic
platform called Ghana integrated cargo clearance system. The stakeholders currently integrated
into the system are the Ghana Revenue Authority, the local shipping lines (GPHA) - with the
various terminals with the port, the clearing agents and two banks (Ecobank and ADB). These
two banks, thus, Ecobank and ADB are integrated into the system to collect revenue on behalf
of GPHA. The system is developed and maintained by the Ghana Community Network Limited
(GCNET) in collaboration with the Customs Division of the Ghana Revenue Authority (GRA).
The sole aim of the paperless port system is to ensure that all Ministries, departments, and
agencies (MDAs) that issue permits before goods are imported into the country are linked into
an electronic system. Prior to the arrival and berthing of the vessels, the shipping lines upload
their cargo manifest unto the platform where they advise the port authorities about the type of
cargo and the various terminals where the container/cargo should be sent. The clearing agents
get release of the cargo from the shipping lines where the appropriate charges are paid. The
shipping lines again update the platform about the release of the cargo. GPHA then raise the
necessary invoices for the payment of their handling charges using the system after which the
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agent goes to GRA for the duty component. When the duty is paid, Customs again update the
platform to inform all the other stakeholders about the payment of duty after which GPHA
releases the cargo. Prior to the implementation of the system, all the staff of GPHA who were
directly involved with the paperless system were trained in the use of the system.
4.2.2 Exploratory Factor Analysis
The main extraction method, principal component, was used to test the variables. The principal
component analysis includes first finding a linear combination of the elements that is dominant
in the variables. This study used two statistical methods for the exploratory factor analysis
which are the sampling adequacy measure of Kaiser-Meyer-Olkin (KMO) and the Bartlett’s
test of sphericity. The Bartlett test of Sphericity (Approx. Chi-square= 1757.209, df. 406, sig.
0.000) and the KMO measure of sampling adequacy (Value of .778) confirmed that the
correlation among the variables was significant, hence the need for exploratory factor analysis
to be conducted. Table 4.2 below depicts the results of the KMO test.
Table 4.2: KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy .778
Bartlett's Test of Sphericity Approx. Chi-Square 1757.209
Df 406
Sig. .000
Source: Field Survey, 2019
The overall KMO statistic of 0.778 for the variables used implies that there is a higher
probability for the existence of an inter-correlation between the variables. This makes the
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variables good for analysis. Thus, based on this finding, the next step is to examine the factors
that contribute to the usability analysis.
4.2.3 Reliability of Factors
The reliability of variables should be checked to guarantee internal consistency between the
scales used for measuring the constructs (Pallant, 2011). The Cronbach alpha is one of the
popular indices of internal consistency checking, which was used in this study to verify the
accuracy of the scales used in the survey. Preferably, the Cronbach’s alpha coefficient should
be greater than 0.7 for managerial decisions; however, a threshold of 0.6 is accepted in
exploratory research (Hair, Ringle, & Sarstedt, 2011). Table 4.3 presents a compilation of the
different alpha values. All the variables had a Cronbach’s alpha coefficient of more than 0.7.
Table 4.3: Reliability of Scales-Variables
Variables No. of Items Cronbach’s
alpha
Knowledge of Paperless Port 5 .869
Computer Self-Efficacy 6 .820
Employee Training 6 .934
IT Infrastructure 5 .738
Source: Field Survey, 2019
4.2.4 Regression Analysis
Multiple regression technique was used to analyse the variables and determine their effect on
the performance of employees. The variables or factors (knowledge of paperless port system,
computer self-efficacy, employee training, and IT infrastructure) were regressed on employee
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performance to identify the how they influence employee performance. Table 4.4 illustrates
the model summary for the factors. From Table 4.4 below, it was discovered that the correlation
coefficient (R) is 0.517. This shows that there is a strong correlation among the various factors.
Thus, the constructs can be used to explain the dependent variable (employee performance)
and also, they have very close relationships with each other.
Table 4.4: Model Summary
Model R R Square Adjusted R Square Std. Error of the
Estimate
1 .517a .268 .228 .619
a. Predictors: (Constant), KPPS, ET, ITI, CSE
b. Dependent Variable: Employee Performance
Source: Field Survey, 2019
(where KPPS = knowledge of the paperless port system, ET= employee training, ITI = IT
Infrastructure, CSE = computer self-efficacy).
From Table 4.5 below, the analysis of variance (ANOVA) table, the F-value was found to be
significant, with a p-value < 0.05. This suggests that the combination of the independent
variables (knowledge of paperless port system, computer self-efficacy, employee training, and
IT infrastructure) can significantly predict the dependent variable (employee performance).
Further, from the output of Table 4.6, employee training had a p-value of .000, IT Infrastructure
had a p-value of .003, knowledge of paperless port system had a p-value of 0.268 and computer
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self-efficacy had a p-value of .0558. Since the p-values of knowledge of paperless port system
and computer self-efficacy are greater than .005, they are not significant. Thus, they do not
have influence employee performance. However, employee training (p-value = 0.000), and IT
infrastructure (p-value = 0.003) are less than 0.005 at 95% confidence level, therefore, these
two factors influence employee performance.
Table 4.5: Analysis of Variance
Model Sum of
Squares
df Mean Square F Sig.
1
Regression 10.232 4 2.558 6.672 .000b
Residual 27.986 73 .383
Total 38.218 77
a. Dependent Variable: Employee Performance
b. Predictors: (Constant), KPPS, ET, ITI, CSE
Source: Field Survey, 2019
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Table 4.6: Regression Coefficients
Model
Unstandardized
Coefficients
Standardized
Coefficients
t Sig.
95.0%
Confidence
Interval for B
B
Std.
Error
Beta
Lower
Bound
Upper
Bound
(Constant) 2.14 0.541 3.958 0 1.062 3.217
CSE -0.123 0.208 -0.108 -0.588 0.558 -0.538 0.293
ET -0.366 0.086 -0.516 -4.259 0.000 -0.537 -0.194
ITI 0.458 0.15 0.413 3.059 0.003 0.16 0.756
KPPS -0.2 0.179 -0.193 -1.116 0.268 -0.556 0.157
a. Dependent Variable: Employee Performance
Source: Field Survey, 2019
From the results of the regression coefficients in Table 4.6 above, the regression equation
(model) can therefore, be given as:
EP= C + .413ITI - .516ET
Where
ET= Employee training
ITI = IT Infrastructure
EP = Employee Performance
C= Regression Constant
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The regression equation model above shows that it can be used to predict the influence of
technology on employee performance once the beta values of IT infrastructure and employee
training are known.
4.2.5 Challenges of the Paperless Port System
Regarding the challenges associated with the paperless port system, while all the seven listed
challenges had mean values above the threshold of 2.5 (for a five-point Likert scale), five had
mean scores above 3.00. This means that all the seven are challenges associated with the usage
of the paperless port system. The results show that network and internet issues have the highest
mean while complicated procedures have the lowest mean score. This means that majority of
the respondents agree that network and internet issues are the major challenges of the paperless
port system. They also however, agree that complicated procedures are not major challenges
to the usage of the paperless port system. The challenge that was ranked second was
stakeholders’ understanding of the paperless processing. This had a mean value of 3.31 (with
a standard deviation of 0.953). The third ranked challenge which had a mean value of 3.31 was
coordination between customs, GRA, banks, and other stakeholders. The fourth ranked
challenge was integration of processes with a mean value of 3.09. The Fifth ranked challenge
was support/training for staff and clients with a mean value of 3.06. Table 4.7 shows the
challenges of the paperless port system.
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Table 4.7: Challenges of Paperless Port System
Mean Rank Std.
Deviation
Std. Error
Mean
Network and
internet issues 3.55 1st 0.87 0.097
Stakeholders’
understanding of
the paperless
processing
3.45 2nd 0.953 0.107
Coordination
between Customs,
GRA, Banks, and
all other
stakeholders
3.31 3rd 1.132 0.127
Integration of
processes 3.09 4th 1.093 0.122
Support/Training
for Staff and
clients
3.06 5th 1.083 0.121
Security Issues 2.99 6th 0.879 0.098
Complicated
procedures and
document
requirements
2.76 7th 1.009 0.113
Source: Field Survey, 2019
This implies that the top five challenges regarding the paperless port system are network and
internet issues, stakeholders’ understanding of the paperless processing, coordination between
Customs, GRA, banks, and all other stakeholders, integration of processes, and
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support/training for staff and clients. The main stakeholders of the paperless port system are
GC NET, Ghana Revenue Authority, the local shipping lines, GPHA, clearing agents,
ECOBANK and ADB. When these stakeholders are not able to collaborate well, or where one
lacks understanding of how the system works, the others are constrained. This finding is rather
not surprising given that the paperless port system is a technology that runs or operates on a
network and therefore, network and internet issues may arise very often to constrain employee
performance. Also, most of the stakeholders, especially, the clients are not literate and therefore
have difficulty in accessing and using the system correctly which indirectly can constrain
employee performance. Thus, the more clients make errors and are not efficient in using the
technology, the more employees of the Tema Sea Port become inefficient. Further, the more,
there are network and internet problems which causes systems to be unavailable, the more
employee performance is hindered. The last two ranked challenges associated with the
paperless port system are security (mean score of 2.99, standard deviation of 0.879) and
complicated procedures and document requirements (mean score of 2.76, standard deviation
of 1.009).
4.3 Discussion of Results
Based on the results and analysis of the findings, this section seeks to discuss what was found
in this study while seeking corroboration with existing studies. The discussion is grouped into
two sections corresponding to the two research objectives of the study. The findings are
discussed below.
4.3.1 Factors that Influence Employee Performance
The analysis of the findings show that employee training has a significant relationship with
employee performance and can therefore influence employee performance. Thus, given any
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technology to be used by employees in their lines of duty, there should be regular and frequent
trainings which will equip the employees on how to effectively use the innovation to improve
upon their performance. The innovation is as good as the capabilities the employees have built
around it. This finding is consistent with Abbas’s (2014) finding which concluded that training
is an essential element to an employee performance. This is also consistent with Rusdi, Hassan,
Munir and Mohamad’s (2017) findings. Rusdi et al. (2017) in a similar study found that
technological training has significant relationship with employees’ performance.
Also, the analysis of the findings show that IT Infrastructure has a significant effect on
employee performance. This finding means that regardless of how innovative and sophisticated
the paperless port system is, if the basic IT infrastructures needed to operate it are lacking, the
system cannot achieve its purpose, and therefore, employee performance can be hindered. In
effect, IT infrastructure plays a major role in how effective an employee whose line of duties
requires the use of technology can be. This finding is supported by Al-Hawary and AlDafiri,
(2017) who found that IT infrastructure such as internet connectivity and network influence
employee performance.
Further, the findings reveal that knowledge of paperless port system does not influence
employee performance. This finding implies that the employees have shallow knowledge about
the paperless port system. This is evident in training and support being part of the major
challenges the employee face with respect to the paperless port system. This finding is contrary
to what Abualoush, Obeidat, Tarhini, Masa’deh, & Al-Badi (2018) found. Abualoush et al.’s
(2018) findings indicate that an employee’s knowledge in a particular technology or innovation
impacts on his or her performance.
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The findings also show that computer self-efficacy does not influence employee performance.
This finding was surprising given that if an employee is more efficient in using the computer,
it is expected that the same employee can transfer that efficacy to new technologies such as the
paperless port, however, computer self-efficacy was not found to influence employee
performance with respect to the paperless port system. What this finding suggests is that an
employee may be able to use a computer on his or her own, yet will not be able to use the
paperless port system to improve performance. This finding is contradictory to the findings of
Atmaja, Nurlaela and Samrotun (2018) which stated that computer self-efficacy has a
significant influence on employee performance.
4.3.2 Challenges of the Paperless Port System
The analysis of the findings reveal that the challenges associated with the paperless port system
are network and internet issues, stakeholders’ understanding of the paperless processing,
coordination between customs, GRA, banks, and other stakeholders, integration of processes,
support/training for staff and clients, security issues, and complicated procedures and
document requirements. These challenges collectively hinder employee performance. Thus,
with a high rate of clearing agents who are not technology savvy, they will definitely
experience some level of difficulty in accessing and using the system correctly which can
indirectly hinder employee performance. Thus, the more clearing agents make errors and are
not efficient in using the technology, the more there are network and internet challenges, the
more there are integration issues with the paperless port system, the more employees of the
Tema Sea Port become inefficient. This finding is supported by Carlan, Sys, Vanelslander, and
Roumboutsos (2017) who stated that lack of collaboration between the stakeholders with
respect to the use of digital innovation constrains performance. Further, Daamen and Louw’s
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(2016) finding also stated that lack of power balance between the port authority, the municipal
planning office and the users of the port constrains performance.
4.4 Section Summary
This section presented the results from the survey, analysed it using statistical methods and
discussed the results. Data was presented through tables. The discussion was done by
comparing the findings from the study with previous studies. Concerning the factors that
influence employee performance, the study found that IT infrastructure and employee training
can influence employee performance. The other two factors, knowledge of the paperless port
system and computer self-efficacy were not found to influence employee performance. The
challenges of the paperless port system identified from the study are network and internet
issues, stakeholders’ understanding of the paperless processing, coordination between customs,
GRA, banks, and other stakeholders, integration of processes, support/training for staff and
clients, security issues, and complicated procedures and document requirements.
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SECTION FIVE
SUMMARY, CONCLUSION, AND RECOMMENDATIONS
5.0 Section Overview
This section presents a summary of the study’s findings and offers recommendations. The
section also discusses the study’s limitations and future directions.
5.1 Summary
This study sought to examine the impact of the paperless system on employees’ performance.
Base on this purpose, the study formulated three objectives; to ascertain the nature of the
paperless port system in use at Tema port, to identify the paperless port system factors that
enable employee performance and to examine the challenges of the paperless port system that
constrain employee performance. In order to achieve the above stated objectives, the
quantitative research methodology was adopted using questionnaires for data collection.
Primary source of data was collected from employees of the Tema Sea port. The collected data
was cleaned and analysed using the SPSS. In ensuring internal consistency for the factors
identified from the literature review section, the Cronbach alpha was used. After internal
reliability and consistency of the factors were achieved, regression and mean analysis were
done.
Concerning the factors that influence employee performance, the study found that IT
infrastructure and employee training can influence employee performance. The other two
factors, knowledge of the paperless port system and computer self-efficacy were not found to
influence employee performance. This finding addressed the first research objective. Secondly,
the findings with respect to the second objective revealed that network and internet issues,
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38
stakeholders’ understanding of the paperless processing, coordination between customs, GRA,
banks, and other stakeholders, integration of processes, support/training for staff and clients,
security issues, and complicated procedures and document requirements are the challenges of
the paperless port system that constrain employee performance.
5.2 Conclusion
This study has shown that employees at the Tema port experience several challenges with
respect to using the paperless port system that constrain their performance. These challenges
basically have to do with technological infrastructure, organisational support through training
and coordination among stakeholders. Consequently, the more these challenges continue to
persist, the more employees’ performance is constrained. The findings from this study has also
shown that IT infrastructure and employee training can influence employee performance.
However, knowledge of the paperless port system and computer self-efficacy were not found
to influence employee performance. As a result, for any given technology to impact on
employee performance, the employees must be well trained in the use of the technology. The
necessary technological infrastructure must also be provided in order to achieve operational
efficiency and employee performance. Management should, therefore, ensure that there is
regular training in the use of the paperless port system, stakeholder engagement and
sensitisation, and the provisioning of technological infrastructure such as network and internet
for smooth usage of the technology.
5.3 Recommendations for Practice and Policy
This study has a number of implications to policy and practice. The achievement of an
organisation’s strategic goals cannot be done without one of its most significant assets;
employees. The findings of this study have revealed that out of the four tested factors, only
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39
two, thus, IT infrastructure and employee training influence employee performance. This
suggest that management should rather pay more attention to having their employees trained
regularly on the efficient and effective use of the technology so that their performance can be
improved. Further, prior to the implementation of any technological innovations in the public
sector, there should adequate technological infrastructure provisioned for smooth operation of
the innovation across all stakeholders. Management should, therefore, pay more attention to
providing uninterrupted access to network and internet as well as other technological
infrastructure.
Further, the findings with regard to the challenges associated with the paperless port system
indicate that network and internet issues, stakeholders’ understanding of the paperless
processing, coordination between customs, GRA, banks, and other stakeholders, integration of
processes, support/training for staff and clients, security issues, and complicated procedures
and document requirements constrain employee performance. Therefore, policy makers and
practitioners should develop strategies that ensure that there is regular training in the use of the
paperless port system, stakeholder engagement and sensitisation, and the provisioning of
technological infrastructure such as network and internet for smooth usage of the technology.
There should network improvement to avoid downtimes. Also, more IT staff should be
deployed and on standby to assist non-IT staff and the clearing agents who might have
difficulty accessing the system correctly. In conclusion, stakeholders of the port should develop
strategies for adopting information technology successfully and set standards that should work
towards improvement of service delivery. The human resource teams and policy makers should
also formulate viable policy documents that will effectively boost productivity and operation
efficiency with regards to the use of technology in the discharging of duties.
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5.4 Recommendations for Research
This study has implications to research as well. First, the findings of this study contribute to
the limited literature on employee performance and technology. Arguably, this study is among
the few in the public sector from a developing country’s perspective. This study identified the
factors that influenced employee performance with respect to an innovation in the public sector,
specifically, sea ports. Further, the study identified the challenges that constrain employee
performance. Therefore, this study is among the few that provides insight into public sector
employee performance and technology in the sea port sector. Future studies should focus on
the effect of training on employee performance exploring how training in technologies
employees use impact on their performance. Future studies can also conduct a qualitative study
on the factors that impact on employee performance. Such a study will explain how each of the
factors relate to performance.
5.5 Limitations of the Study
Most academic research are faced with limitations and this study is no different. Although, the
study met its objectives, certain limitations encountered are worth noting. First, there was a
relatively uneven distribution of the respondents in the sample. The sample is skewed largely
toward male workers. Further, the study design was cross-sectional in nature using survey
which quantified responses. Hence, the respondents had limited options of responses.
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APPENDICE A: QUESTIONNAIRE
Introduction:
Dear respondent, the intention of this research is to find out the impact of the Paperless Port
System on employees’ performance at the Tema Port. All information that will be provided
will seriously be considered as a confidential data and will only be used for the purpose of this
research.
Please tick [√] as appropriate where applicable.
SECTION A: RESPONDENT’S PROFILE
1. Age 20-29 [ ] 30-39[ ] 40-49[ ] 50-59[ ] 60+ [ ]
2. Gender Male [ ] Female [ ]
3. Position at Tema Port
Manager [ ] Cashier [ ] IT Support Officer [ ] Clearing Clerk [ ]
4. Highest educational qualification: Bachelor’s Degree [ ] Master’s Degree [
] Diploma [ ] Professional Qualification [ ] PhD [ ]
Others please specify...........................................
5. Number of years working at Tema Port?
0-2 years [ ] 3-5 years [ ] 6-10 years [ ] 11-15 years [ ]
16-20 years [ ] 20+ [ ]
SECTION B: PAPERLESS PORT SYSTEM FACTORS CONTRIBUTING TO
EMPLOYEE PERFORMANCE
Please show how you agree or disagree with the following statements.
Scale: 1=Strongly Disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly Agree
Knowledge of the Paperless Port System 1 2 3 4 5
6. I have the technical skills needed to use the paperless port system.
7. I can use the paperless port system to issue invoices and bills.
8. I can use the paperless port system to process data and report
results.
9. I can use the paperless port system for collaboration and
communication among CEPS, GRA, Banks, and clients.
10. I know how to use the paperless port system to facilitate efficiency
of service delivery at the port.
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Computer Self-Efficacy
11. I have adequate knowledge in using technologies such as the
paperless port system
12. In general, I am interested in learning more about technology
13. I know what to do when I encounter any problem using the
paperless system
14. I remain calm when the system is not working properly
15. I have the technical skills that gives me confidence in using the
paperless system
16. I feel confident using the paperless system to prepare bill/charges
Employee Training
1 2 3 4 5
17. There is regular employee training on the use of the System
18. The training provided by management is relevant for the usage of
the paperless system
19. There is an effective on-the-job training in the usage of the system
20. There is an effective off-the-job training in the usage of the system
21. The annual budget for employee training is adequate
22. We are assessed after training
IT Infrastructure
1 2 3 4 5
23. The Paperless Port System works properly
24. All software packages for the smooth operations of the paperless
port system are up to date
25. There is technical support for non-IT staff
26. There is enough Hardware (computers, storage device, scanners)
27. There is good network connectivity for the paperless system
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SECTION C: CHALLENGES OF THE PAPERLESS PORT SYSTEM THAT
CONSTRAIN EMPLOYEE PERFORMANCE
Please indicate how you agree or disagree with the following as challenges of the paperless
port system that constrain performance.
Scale: 1=Strongly Disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly Agree
CHALLENGES 1 2 3 4 5
28. Support/Training for Staff and clients
29. Coordination between Customs, GRA, Banks, and all other
stakeholders
30. Network and internet issues
31. Stakeholders’ understanding of the paperless processing
32. Complicated procedures and document requirements
33. Security Issues
34. Integration of processes
35. What other challenges do you think constrain employee performance with respect to the
paperless port system?
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
36. What relationship exists between employee’s performance and the use of the
paperless port system?
The paperless port improves performance [ ]
The paperless port does not improve performance [ ] I do not know [ ]
37. What is your opinion on how to improve employee performance through the Paperless Port
System?
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
THANK YOU.
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