International Journal For Multidisciplinary Research

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Assessing the Effects of Perceived Corruption at DVLA on Administrative Performance

Author(s) Evelyn Kattah
Country Ghana
Abstract Citizens expect the government to provide welfare and maintain the society's well-being, therefore public administration has grown increasingly essential in recent years. The need for competent public administration has been amplified in developing nations, particularly in Africa, in light of the various developmental problems. Public administrators are leaders. Leadership is not a new notion, but theorists, practitioners, politicians, and even wider society continue to study it because it is important and meaningful. Corrupt activities have the potential to put not only the state, but also the lives of millions of people who live there, in peril. When corruption becomes crucial for human growth, as it did during Nkrumah's presidency, it might be voluntary or coerced. Primary and secondary data sources were used in the research. The primary data sources were used to directly gather information about the subject matter from the respondents. Papers, journals, and reports were used as secondary data sources to add to the subject matter's expertise. Also, the research used both quantitative research and quantitative approach to gather relevant information as well as using the snowball sampling method to collect data. According to a research study, the following elements have been identified as causes of corruption: Money greed and desires, having to pay for services that one is not entitled to (bribery), stealing from resources meant for the common good (embezzlement), using one's position to favor relatives and friends (nepotism), and deceiving others in order to take advantage of them (i.e. fraud) are all conditions that contribute to corruption at the DVLA.
Field Business Administration
Published In Volume 6, Issue 3, May-June 2024
Published On 2024-06-08
Cite This Assessing the Effects of Perceived Corruption at DVLA on Administrative Performance - Evelyn Kattah - IJFMR Volume 6, Issue 3, May-June 2024. DOI 10.36948/ijfmr.2024.v06i03.21654
DOI https://doi.org/10.36948/ijfmr.2024.v06i03.21654
Short DOI https://doi.org/gtzjqg
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