Abstract: High rates of attrition within Ghana's civil service present a significant policy challenge, undermining institutional memory and the capacity to implement national development programs. While competitive remuneration is often the focal point of policy debates, this article argues that sustainable solutions lie in strengthening the governance of human resource systems. Through a qualitative analysis of Ghanaian government strategies, including the Civil Service Medium-Term Development Plan, and secondary data on employee sentiment, this article identifies a critical gap between policy intent and frontline experience. It reveals that perceived inequities in career progression, a lack of transparent performance management, and weak mechanisms for professional recognition are primary drivers of turnover. We propose a four-pillar policy framework focused on strategic workforce planning, modernized compensation governance, enhanced talent development systems, and credible performance management. The article concludes that for Ghana to achieve its developmental goals, public sector reform must prioritize governance interventions that rebuild employee trust and demonstrate a tangible commitment to their value and growth.

Downloads: | DOI: 10.17148/IARJSET.2025.121104