Growing concerns over employee behaviour and workplace culture are increasingly being cited by Ghanaian business owners as a significant impediment to both domestic enterprise growth and investment from the diaspora, with implications for jobs, competitiveness, and economic confidence.
Business leaders, particularly small and medium‑sized enterprise (SME) operators, argue that the “conduct of workers within firms” has become a drag on profitability and a deterrent to capital inflows, especially from Ghanaians abroad who might otherwise invest substantial remittances into local ventures. While the Government continues to focus on policy frameworks and macro‑economic stability, private sector voices are calling attention to persistent challenges in workforce reliability, ethics, and productivity that they say undermine investor confidence.
At the centre of these complaints is a narrative that some employees are “undermining businesses through theft and dishonesty,” a phenomenon linked to the erosion of profit margins and, in extreme cases, business closures. Recent commentary by local entrepreneurs highlights repeated instances of some workers siphoning funds or resources, leaving employers, particularly SME owners, struggling to maintain sustainable operations.
Concerns extend beyond isolated theft to broader issues of workplace behaviour. Academics and business commentators have observed a “negative work attitude” manifest in poor punctuality, limited commitment to task delivery, and a reluctance to embrace accountability, patterns that are said to depress overall productivity. These narratives are reinforced by research indicating that workers may be more productive when employed abroad, suggesting that context, incentives, and accountability frameworks matter significantly to performance outcomes.
Investors in the diaspora, particularly those who remit billions of dollars annually, have signalled that such workplace risks weigh heavily on their decisions to allocate capital back home. According to economic commentators, the spectre of “workers undermining business ventures” has contributed to a cautious stance among diaspora communities that might otherwise deploy remittances into local enterprises. Weak internal controls and mistrust in workforce integrity amplify perceptions of risk, discouraging investment in productive sectors and favouring safer financial instruments over equity or business stakes.
The knock‑on effect of these dynamics has implications for Ghana’s development agenda. Businesses forced to contend with chronic internal losses or low productivity face difficulty scaling and creating jobs, compounding unemployment and weakening the country’s appeal as an investment destination. Inadequate workplace ethics contributes to a “low trust environment,” elevating transaction costs and deterring both foreign direct investment and diaspora capital.
Young people, jobseekers, and employees must cultivate the values of truthfulness, honesty, and accountability to succeed in their chosen fields. Developing these core character traits not only enhances personal employability but also strengthens workplace trust and productivity. When employees uphold integrity and professionalism, it supports firm performance, reduces operational risks, and makes local businesses more attractive to diaspora and other investors .In a climate where Ghana aims to leverage its human and financial capital for accelerated growth, the interplay between employee conduct, investor confidence, and economic performance highlights the importance of addressing workplace culture as a national priority.
