Years of working in corporate organisations have taught me that, in Ghana, a truly healthy workplace is a joy to find. Such a workplace is built on reassurance, supportive teams, and a strong sense of belonging. Employees feel their ideas and contributions are valued, and they are not unfairly judged or intimidated when they make mistakes.
I experienced such an environment after completing my tertiary education. I can never forget how leaders and employees worked together. Sometimes, it was difficult to tell who was the leader and who was the follower because everyone treated one another with respect.
One day, during a staff meeting, the Board Chairman made a statement I will never forget.
“Please, we know why we hired you. Here, we don’t fire people. We believe you will do the right thing. Management is always here to support you. Don’t be afraid.”
After hearing those words, you could almost feel the relief among employees. Many of us had assumed that, because it was a highly professional environment, one mistake could easily cost us our jobs.
Years passed, and none of us was dismissed, even when we made mistakes. That did not mean we behaved carelessly. Instead, the trust management placed in us motivated us to become more responsible and committed.
This experience taught me that employees perform better when they feel trusted and supported. Fear may force compliance, but trust inspires commitment.
This article explores the damaging effects of the fear of dismissal on employee productivity and how organisations can overcome it.
One major reason employees fear dismissal is the limited availability of jobs. Unemployment remains a serious challenge in Ghana. Many graduates struggle for years before finding work. Therefore, when they finally secure a job, they become extremely careful not to lose it. They fear that if they are dismissed, finding another opportunity may take a long time.
This fear is not limited to junior employees. Even experienced professionals understand that job security can sometimes be uncertain. I remember a director once advising me to continue searching for opportunities even after securing a new job because “anything can happen, including dismissal.” Although such advice sounds discouraging, it reflects the reality some workers face.
Another reason is the stigma attached to dismissal. Family members, friends, neighbours, and colleagues may quickly assume that someone who loses a job committed serious wrongdoing. Such judgement can damage a person’s confidence, reputation, and emotional wellbeing.
Despite these realities, the fear of dismissal affects not only employees but also organisations.
Performance anxiety
One major consequence of the fear of dismissal is performance anxiety.
When employees clearly understand their roles and are encouraged to do their best without threats of dismissal, demotion, or humiliation, they feel trusted. They become willing to take initiative and go the extra mile.
Unfortunately, this is not always the case in some organisations. Failure to complete a task or meet a target is sometimes quickly labelled as underperformance, even when there are genuine reasons. Over time, temporary challenges may be treated as personal weaknesses.
A workplace culture built on constant threats creates anxiety rather than excellence. Employees become more focused on avoiding mistakes than improving their performance.
According to Antigone Lanitis (2025), performance anxiety involves intense fear or worry about one’s ability to perform successfully or the consequences of failure. Workplace performance anxiety can reduce concentration, confidence, job satisfaction, and productivity.
Quiet quitting
Another consequence of the fear of dismissal is quiet quitting.
In a conversation a colleague marrated that he once worked under a supervisor who threatened to dismiss a him over an allegation that was completely false. The following week, he submitted his resignation. However, not every employee responds in the same way.
Some employees do not resign immediately. Instead, they quietly withdraw. They do only what is required, reduce their participation in projects and meetings, and begin searching for other opportunities.
Eventually, they leave. When fear replaces trust, organisations lose experienced and talented employees. This affects productivity, innovation, teamwork, and reputation.
Psychological safety
The fear of dismissal can also destroy psychological safety in the workplace.
Employees become afraid to speak against wrongdoing, unfair treatment, unsafe conditions, or unethical practices because they fear losing their jobs.
In Ghana, some workers who challenge injustice in the workplace are sometimes dismissed or victimised. The reality of unemployment and the belief that “there is no work” often force many employees to remain silent.
According to Raymond Klutse (2026), writing in the Daily Graphic, a culture of fear denies workers freedom of expression, workplace dignity, and job security.
An organisation where employees cannot speak openly may appear peaceful, but beneath the silence are frustration, fear, and missed opportunities for improvement.
Way forward
Reducing the fear of dismissal requires commitment from both employers and employees.
According to Coltin Hibbert (2024), employees can manage this fear by developing emotional resilience. This means learning how to recover from difficult situations rather than allowing fear to control their actions.
Having a contingency plan is also important. Employees should improve their skills, save where possible, and explore other opportunities. This gives them greater confidence during uncertain times.
Organizational Leaders should create a culture of trust and reassurance where employees feel comfortable discussing challenges.
Mistakes and misconduct should be handled with fairness and compassion. Accountability is necessary, but leaders must remember that employees are human and can make mistakes. Employers should also encourage open communication. A healthy workplace allows workers to ask questions, seek feedback, and express concerns without fear of punishment.
A good salary is important, but so is a healthy workplace. Job seekers should desire both.
Nonetheless, employers should not hesitate to dismiss employees whose behaviour seriously harms the workplace or goes against organisational values. However, such decisions must be handled fairly and professionally so that dismissal remains a measure of accountability, not a tool for intimidation.
The best organisations are not built on fear. They are built on trust.
WRITTEN BY
Henry Atta Nyame
Institutional Assessment Practitioner
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