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This dissertation achieved a mark of 84:
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The following outstanding dissertation example PDFs have their marks denoted in brackets. (Mark 70) (Mark 78) |
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2019, Abdihakeem Omer
this my final thesis at BBA- accounting and finance at Hargiesa university in 5.5.2018
Abstract: The study assessed the Role of induction programs on employee performance in SOMAID -SOM. The study aimed at identifying the role played by the induction program in employee perfor-mance. The study was guided by the following research objectives: i) To determine the role of induc-tion program in selected NGO, ii) To determine the level of employee performance, iii) To de-termine if there is significant relationship between the two variables. A Logistic regression model was employed and estimated based on the primary data. Simple random sampling technique was used to arrive at the sample of employees a total of 9 respond-ents were selected, while Data for this study was collected by means of questionnaire guides. Statistical Package for Social Sciences (SPSS) version 16.0 for windows was used to process the collected data. Descriptive statistics such as frequencies and percentages were used to summarize the data. The study showed that there is strongly need for induction program both organizations and the employees because, if the employees knows well who is he working with and also the goals of the work that he is going to achieve or the department is going to achieve a collective goal, this may easily increases employees performance and at the same time the efficiency and the effectiveness of the work becomes high.
Small Scale Enterprises (SSEs) are very important in the business environment of any country in terms of employment creation, poverty reduction and contribution to economic growth. In Kenya, they employ over 80% of the unemployed population which is largely women and the youth and contribute up to 18.4 % of the country’s Gross Domestic Product (GDP). Despite their importance, they are faced with the threat of failure with past statistics indicating that 60% fail within the first few months of operation. Proper financial planning is vital in any business enterprise. The extent to which financial planning determines performance of SMEs has not been clearly understood. This study aimed at determining the extent to which financial planning affects the performance of small scale enterprises in Kisii town. The study used a descriptive survey research design where the respondents were selected through stratified and purposive random sampling techniques. A sample size of 93 out of 1224 target population, respondents was used. Data was collected by use of a questionnaire, edited, summarized and coded for ease of classification and analyzed using computer software. Descriptive statistics especially, frequencies and percentages were applied to make it easier for the researcher to understand and interpret implications of the findings. Presentation and reporting was in form of frequency tables, pie charts and bar graphs. A Pearson’s correlation coefficient was used to establish the relationship between financial planning and financial performance. It was revealed that there is a strong positive relationship between Financial planning and business Performance at Pearson correlation coefficient r=0.894. It was recommended that the Central government through the Ministry of Trade Commerce and Industry in collaboration with the County government of Kisii provide training programs, through seminars and workshops, in financial planning for Small Scale Enterprises to improve the extent of use of financial planning in their businesses.
Estimates suggest that more than 95% (125 million) of enterprises across the world are small enterprises, accounting for approximately 60% of private sector employment. In Kenya, the sector created up to 85% (7.5 Million) of the total employed in the year 2012. Despite this significance, studies indicate that 75% of small enterprises fail during their first five years of operation. To this end, scholars and practitioners have encouraged the small enterprises to use formal strategic management modes to leverage their performance, but the small enterprises continue to depict informal strategic management modes, characterized by unstructured decision making processes. It is therefore important to understand the appropriateness of these formal strategic management modes to small enterprises and to clarify whether exposure to informal strategic management modes would lead to better performance of the small enterprises. The purpose of the study was, therefore, to investigate the influence of informal strategic management modes on the performance of small enterprises with specific reference to the beneficiaries of the Youth enterprise Fund in Kisumu County. The specific objective was to determine the different strategic management modes employed by the small enterprises in Kisumu County and to investigate the link between the chosen modes and performance of the enterprises. The study was guided by a conceptual framework, anchored on Mintzberg and Waters' theories on deliberate, emergent and reactive strategic management modes. The accessible population was 242 small enterprises run by the Youth Enterprise Development Fund, out of which 150 youth enterprises and 7 key informants were sampled for the study. Data on the types and choice of strategic management modes employed by the small enterprises was collected using the questionnaire method. The instruments were tested for validity and reliability through content validity index and Cronbach Alpha's internal consistency index respectively. Data on the types of strategic management modes were analyzed using frequencies and weighted means. Pearson's Correlation Coefficient was used to analyze the link between the chosen modes and performance. This study was deemed significant in its ability to reveal to policy makers, trainers and small enterprise sector players the management gaps that, if filled, would lead to better performance of small enterprises. The study found out that the small enterprises used the strategic management modes interchangeably but relied more on informal strategic management modes. The study concludes that the conventional schools of thought that focus on linear models of strategic management present viable strategies that can align small enterprises into achieving success but are not enough in the day today management of small businesses. The study recommends that practitioners and scholars of small firm strategic management take cognizance of triple nature of strategic management that combines formal and informal modes of management and devote more time in studying models that would suit small firm management.
Studia Universitatis Babes Bolyai-Negotia, 2010
Effective strategic planning and its implementation enhance Small and Medium Enterprises’ (SMEs) performance which in the long run has a significant impact on their survival. Hence, the plans become handy as they influence better decisions, accountability, organization focus, proper resources allocation and utilisation, good returns, market recognition, growth and success of entrepreneurial ventures. The overall objective of this study was to evaluate the effectiveness of strategic planning in the performance of SMEs. Specifically it looks at factors which influence SMEs to adopt strategic planning; contributions of the strategic planning in SMEs performance; and examine factors influencing effectiveness of strategic planning. 50 different categories of SMEs in Ilala Municipality were surveyed and data were collected using questionnaires, interviews and focused group discussions. Data were analysed by using descriptive statistics aided by Statistical Package for Social Science (SPSS) version 20 and thematic approach analysis. Findings revealed that organizational complexities, environment dynamics and external constraints are among the factors towards strategic planning adoption. Most of entrepreneurs seem not to be familiar with the process as they could not differentiate it from a business plan. Strategic planning is considered to be effective only if it is well formulated and properly implemented to attain the desired goals regardless of the challenges in the process and this can happen when; resources are adequate, management supports team work and also the plans are flexible. It is regarded as a factor for success through its contribution in better decisions and solutions, satisfaction to the customers, competitive advantage and market recognition which they all facilitate the chances of success and improve performance. It is concluded that there is a positive relationship between effective strategic planning and performance improvement, hence, the study recommends a need for providing training to entrepreneurs concerning proper formulation and implementation of strategic plans; also it is important to improve legal framework and development of internal experts for SMEs to ensure that they adopt and become able to continuously apply effective strategic planning. Key words: Strategic Planning, Performance of SMEs, Ilala and Tanzania
The balanced scorecard (BSC) and other multi-perspective systems have become popular in recent times because of problems with management systems (Errol, Iselin, & John, 2008). The general objective of the study is to analyze the effect of balance scored card on organizational performance in Rwanda Specific Objectives are to assess the challenges of BSC in measuring performance management of BPR, to examine how internal operations affect the performance of BPR, to analyze the influences of learning and growth perspective to the performance of BPR and to measure the contribution of customer perspective to the performance of BPR. It is expected that this study would provide an indication of how the balance scored card looks like in Rwanda's' commercial banks. It would also provide a guide for further studies on balance scored card and other performance measurement tool. This research was designed under case study of BPR There are 323 employees at BPR head office, these employees are working under the following departments, CEO's office, commercial, risk and operations. From a target population of 323, a sample size of 76 people were obtained ; each group was considered as strata, and a sample size was taken from each stratum using simple random sampling method. The analysis of the data was done using the statistical package for social sciences (SPSS), this helped to summarize the data in tables. Descriptive statistics were used to describe the perception of respondents on the research topic. While inferential statistics were used to establish relationship. The correlation between learning & growth and performance is 0 .860, customer perspective and performance is 0.840, internal operations and performance is 0.942. Therefore, there is a positive relationship between balance scored card and organizational performance. The study also indicates the regression analysis equation is performance-0.248 + 0.808* Learning & growth + 0.939* Customer perspective + 1.355* Internal operations. This implies that the transition from balance scorecard requires more focus on learning & growth perspective, customer perspective, internal operations. This requires the managers to have increased competencies related to strategic efforts over tactical skills which can be delegated. The management team, ideally with prior managerial competencies, is expected to have excellent organizational performance. A manager with strong core competencies in balance scored card and process management is able to lead between and across multiple organization successfully. This study recommended that the Government, as regulator, needs to take measures towards improving and promoting balance score card policy in all workplaces.
This study examined how budgetary control can impact on the performance of Dara-salaam Bank. The objectives were to find out how responsibility accounting influences organizational performance, to determine whether variance cost analysis affects organizational performance and to establish how zero based budgeting affects organizational performance. The study reviewed the theory of budgeting, budgeting control theory and accounting theory. Empirical literature was guided by the objectives. The study utilized descriptive and retrospective research designs. Both primary and secondary data were used. Primary data was collected by use of questioners, while secondary data was collected from published materials. The researcher carried out a census study of the 70 staff of Dara-salaam Bank in Hargeisa Somaliland. Ethical considerations of this study were ensured Confidentiality on the part of respondents and to set clear researchers purpose to all respondents. Data entered into excel was presented by the use of frequency tables. Data was analyzed by statistical packages for social scientists (SPSS) were presented in form of frequency Tables and charts. Findings on effectiveness of budgetary control techniques showed that responsibility accounting, Variance analysis and Zero Based Budgeting enhances Budget Control and improves efficiency and productively. Further it was established that Variance cost analysis alone may not affect performance of an organization but it will influence decision making which will in turn affect organizational performance. The study recommended that organizational staff needs to be trained on the existing budgetary control techniques to enhance business decision making and improve efficiency and productivity. The study recommends further research on budget planning and organizational Performance and also the relationship between budget implementation and organizational performance.
Most of the countries have a persistent jobs deficit and they have to deal with the problem of unemployment, and on the other hand, employment does not grow enough while the economy is growing of economic growth on employment in Somaliland which is called ‘employment elasticity’ o employment intensity’ of growth. While there have been many studies about this issue, no study has identified the structural determinants of employment impact on economic growth, most studies look only at empirical data of output growth and employment elasticity.
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