An Exploratory study of professional development of SME employees Caroline N. Githendu
Publication details: Nairobi Strathmore University 2009Description: xii, 89pSubject(s): LOC classification:- HF5549.2.K4G58 2009
| Item type | Current library | Collection | Call number | Status | Date due | Barcode | Item holds | |
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Thesis
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Strathmore University (Main Library) Special Collection | TH | HF5549.2.K4G58 2009 | In transit from Strathmore University (Main Library) to Special Collection since 07/01/2016 Not for loan | 80481 |
Partial fulfillment for award of Master of Business Administration
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There has been an explosive interest in SMEs growth coming from the fact that SMEs are
a major source of new employment. In Kenya, this interest has been from financing to
capacity development – provision of building development services – of the businesses.
Most major banks have strategies to grow their SME and micro business portfolio. The
IFC, the private arm of the World Bank, has instituted an SME Solutions Centre. The
Ministry of Trade has instituted a business training programme for SME owners as have
other government ministries. Many private sector institutions have also developed
programmes for the enhancement of SMEs.
The SME sector in Kenya is still heavily under-researched, despite many studies being
done. This study targeted 100 SME owner managers of SMEs based in Nairobi and their
investment towards the development and training of their employees. The study was an
exploratory study which sought to answer the following questions: do SME owners train
their staff, to what extent the training is planned for and what the extent of the owners of
SME’s awareness of training services availed by SME Capacity Building Institutions is.
The study looked at the subject through the lens of the educational status of both the
employees and the SME owners. The study found that the majority of SME owners do
not train their staff. The majority of SME managers do not plan for training in their
businesses and yet the study found that planning for training as part of business
strategy will positively affect the incidence of training. While many managers are
aware of cheap or free training services available in the market, they do not make use
of them. The educational level of the manager does not affect the occurrence of
planning for training in the SME firm. The educational level of the employees does
not affect demand for training in the SME firm.
An SME was considered as an establishment with a permanent set-up operating from the
same place every day, and having between 2-30 employees.
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