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Article
Publication date: 16 March 2021

Willie Chinyamurindi, Janatti Bagorogoza Kyogabiirwe, Jolly Byarugaba Kabagabe, Samuel Mafabi and MTutuzeli Dywili

There is noted emphasis on the role of small businesses as conduits for economic development especially in emerging economies. Given this, there is need for constantly seeking for…

2002

Abstract

Purpose

There is noted emphasis on the role of small businesses as conduits for economic development especially in emerging economies. Given this, there is need for constantly seeking for ways to assist small businesses achieve success. Calls exist in the literature to investigate the combined role that strategy and human resource management practices can play leading to efforts of financial success.

Design/methodology/approach

A structured questionnaire was utilised and data collected from 401 small businesses operating in the Eastern Province of South Africa. Pearson product–moment correlation and hierarchical regression were used in the data analysis.

Findings

The results confirm that a direct relationship exists between strategy and financial performance. Further, the relationship is made significant only through the mediation effect of human resource management practices.

Practical implications

To fully realise the enactment of strategy within small businesses there is need to pay attention to the role that human resource management practices may potentially have on financial performance. Small business owner-managers need to ground their strategies with sound human resource management practices. Through this, firm financial performance can be attained.

Originality/value

The paper sheds light and presents a model that illustrates the mediating role of human resource management practices on the relationship between strategy and financial performance.

Details

Employee Relations: The International Journal, vol. 43 no. 5
Type: Research Article
ISSN: 0142-5455

Keywords

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Article
Publication date: 10 August 2015

Vincent Bagire, Jolly Byarugaba and Janet Kyogabiirwe

The purpose of this paper is to examine the management and benefits of meetings so as to draw conclusions on their effectiveness in organizations given the increasing discontent…

16107

Abstract

Purpose

The purpose of this paper is to examine the management and benefits of meetings so as to draw conclusions on their effectiveness in organizations given the increasing discontent about their set up.

Design/methodology/approach

The study was a cross-sectional survey, data were collected from 325 respondents in 22 service organizations in Kampala, using a questionnaire and participant observations; the instrument was tested for reliability and analysis done using descriptive and statistical techniques.

Findings

The key finding was that policy regarding meetings and reasons for convening them jointly account for 57 percent variations in the benefits organizations have. The way meetings are conducted was found to have no significant effect, contrary to anecdotal evidences. The internal and external contextual factors did not affect the effectiveness of meetings. In general meetings have benefited organizations but the discontent on how they are managed is still high.

Research limitations/implications

The lack of analytical and local literature on the study variables limited this study. There were also methodological challenges especially operationalization of variables, sampling and choice of respondents.

Practical implications

The study underpins policy as a key factor for effectiveness of meetings; the literature supported this account. For governance boards there is need to review policy on meetings; and for managers, the paper emphasizes the need for improving how meetings are convened, conducted and the follow up action. The study has provided rich ground for scholars; the authors have extended the debate on meetings, brought into view an African context and made it possible for further studies.

Social implications

Meetings involve many people in the organization and affect entire operations. There are critical personal factors that are pertinent in the outcome of meetings. The finding that personal factors do not have a significant relationship with effectiveness of meetings should not be applauded till further investigations and conceptualization is done in similar contexts. There are social implications on if meetings are not managed well as the authors have established like time wastage, employee motivation and poor management among others.

Originality/value

Many papers that the authors accessed on meetings were on organizational experiences from western countries, the authors have made an original focus on Uganda and underpinned the debate on management development in Africa. The authors have also examined and provided an empirical basis for understanding effectiveness of meetings using key factors of policy, preparation, conduct and contextual factors.

Details

Journal of Management Development, vol. 34 no. 8
Type: Research Article
ISSN: 0262-1711

Keywords

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