Atiase, Victor

Botchie, David

Adopting the human capital theory as a lens, this study investigates the impact of managerial training on the performance of the managers of Micro and Small Enterprises (MSEs) in Ghana. The study uses primary data collected from 506 MSEs who are clients of Financial Non- Governmental Organisations (FNGOs) in the Volta Region of Ghana. Managerial Training (MT) and Performance has been measured on a five-point Likert scale anchored by strongly disagree (1) and strongly agree (5). MT has been measured using 4 main constructs namely, training content, training efficiency, training frequency and training accessibility whilst performance was measured using 12 items. The study controlled for business age, industry category, manager’s educational level and gender. The study shows that managerial training content, efficiency, frequency, and accessibility are statistically significant in explaining performance among MSE managers in Ghana. Secondly, the study also shows that industry category, managers educational level, and business age influences the performance of managers. However, gender is statistically insignificant and does not have any impact on the performance of MSE managers in Ghana. The study, therefore, argues for the delivery of managerial training which is content-rich, efficient, frequent and accessible to MSE managers to develop their managerial capabilities (Fatoki, 2011; Ne

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Does Managerial Training have any impact on the performance of MSE Managers? An empirical evidence from Ghana

https://pure.coventry.ac.uk/ws/files/25199266/Does_managerial_training_have_any_impact_on_the_performance_of_MSE_managers_An_empirical_evidence_from_Ghana_.pdf

Does Managerial Training have any impact on the performance of MSE Managers? An empirical evidence from Ghana

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