The Effects of Human Resource Development in Promoting Entrepreneurial Leadership Performance in Small and Medium Enterprises (SMEs)

  • Musa, Chepkurui Department of Human Resources, University of Eldoret, P. O. Box 1125 – 30100, Eldoret, Kenya
  • Douglas Ogola Department of Human Resources and Marketing, Kenya Methodist University, P. O. Box 262, Meru
  • E. B. K. Mutai Department of Agricultural and Biosystems Engineering, University of Eldoret, P. O. Box 1125 – 30100, Eldoret, Kenya
##article.subject##: Human Resource Development, Small and Medium-Sized Enterprises, Motivation, Training and Development

##article.abstract##

The main objective of the study was to investigate human resource development for youth leadership in Kenyan Small and Medium Enterprises SMEs. The population of study was drawn from North Rift region of Rift valley province in Kenya. The study targeted a population of 120 enterprises managed by youth entrepreneurs (< 35yrs) in three locations, namely Eldoret, Kachibora and Kapcherop. The data collection instruments included a questionnaire that contained Likert scale questions. Both qualitative and quantitative analysis were used in the study. Pilot testing was done to ensure validity was achieved. Also, randomization was used to ascertain consistency of responses in order to achieve reliability of data. The study showed that, textiles business was popular in all the three regions. Specifically textile was more popular among the youths in Eldoret, hardware and textile were the key SME‟s in Kapcherop while textile and general retail shops were the most popular SME‟s amongst the youths in Kachibora location. Correlation analysis indicated that all the four independent variables (Entrepreneurial Performance, Management Styles, Motivation, and Training & Development) could be used in forecasting the values of the dependent variable (Youth Leadership in Kenyan SME‟s) as there was no problem of multicollinearity amongst them. The coefficient of determination R2 = 79.1, that is, Entrepreneurial Performance, Management Styles, Motivation, Training and Development explain 79.1 percent of the variations in Youth Leadership in Kenyan SME‟s hence the regression model was significant. This was also supported by the P- value of 0.000. Individual statistics based on the p-values, indicated that each of the independent variables was linearly related to the dependent variable that is the P- values were less than 0.05. The study concluded that Entrepreneurial Performance, Management Styles, Motivation, Training and Development influences Youth Leadership in Kenyan SME‟s. This is confirmed by the coefficient of determination, R2, value of 79.1 percent.

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##submissions.published##
2018-09-14
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##issue.vol## 1 ##issue.no## 4 (2014)
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