THE INTRODUCTION OF THE PAPERLESS ... - University of Ghana

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

University of Ghana http://ugspace.ug.edu.gh

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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


4.1 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


5.1 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


15

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


16

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


17

SECTION THREE

METHODOLOGY


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


18

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


19

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


20

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


21

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).


22

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


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.


24

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


25

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


26

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


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


27

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


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


28

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


(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


29

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



30

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


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


31

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.


32

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


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


33

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


34

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.


35

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


36

(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.


37

SECTION FIVE

SUMMARY, CONCLUSION, AND RECOMMENDATIONS


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,


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


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.


40

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.


41

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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.


THE INTRODUCTION OF THE PAPERLESS ... - University of Ghana

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