Succession planning in small and medium scale enterprises’ (smes) sustainability in uyo municipality, akwa ibom state

 

Table Of Contents

  • <p> <b><b><b><b><b><b><b><b><b><b></b></b></b></b></b></b></b></b></b></b></p><p><b><b><b>Title page &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; </b></b></b></p><p><b><b><b>Declaration &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; ii</b></b></b></p><p><b><b><b>Certification &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; iii</b></b></b></p><p><b><b><b>Dedication &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; iv</b></b></b></p><p><b><b><b>Acknowledgements &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; v</b></b></b></p><p><b><b><b>Abstract &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; vi</b></b></b></p><p><b><b><b>Table of Contents &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; vii</b></b></b></p><p><b><b><b>List of tables &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; viii</b></b></b></p><p><b><b><b><b>

Chapter ONE

INTRODUCTION

  • INTRODUCITON</b></b></b></b></p><p><b><b><b></b></b></b></p><b><b><b><p>
  • 1.1&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; <br>Background of the Study – &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 1</p><p>
  • 1.2&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; <br>Statement of the Problem – &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 3</p><p>
  • 1.3&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; <br>Objectives of the Study – &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 5</p><p>
  • 1.4&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; <br>Research Questions – – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 5</p><p>
  • 1.5&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; <br>&nbsp;Hypothesis of<br>the study – &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 6</p><p>
  • 1.6&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; <br>Significance of the Study – &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 6</p><p>
  • 1.7&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; <br>Scope and Limitations of the Study – – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 7</p><p>
  • 1.8&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; <br>Operational Definition of Terms – &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 7</p><p>
  • 1.9&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; <br>Organization of the Study – &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 8<b></b></p><b><p><b></b></p><b><p><b>

Chapter TWO

LITERATURE REVIEW

  • </b></p><p><b></b></p><b><p>
  • 2.1&nbsp; &nbsp; &nbsp; Conceptual<br>Framework – &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 9 </p><p>2.
  • 1.1&nbsp; Scope of Small<br>and Medium Scale</p><p>Enterprises (SMEs)- &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 15</p><p>2.
  • 1.2&nbsp; Problems Associated with SMEs – &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 16</p><p>2.
  • 1.3&nbsp; The Role of<br>SMEs in the Growth of the</p><p>Nigerian Economy &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 19</p><p>2.
  • 1.4&nbsp; Significance<br>of the SMEs Sub-sector in the</p><p>Nigerian Economy &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 21</p><p>2.
  • 1.5&nbsp; Succession Planning – – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 24</p><p>2.
  • 1.6&nbsp; Job Rotation – – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 30</p><p>2.
  • 1.7&nbsp; Benefits of Job Rotation- &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 34</p><p>2.
  • 1.8&nbsp; Mentoring – &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 38</p><p>
  • 2.2&nbsp; &nbsp; &nbsp; Some<br>Theories of Entrepreneurship &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 41</p><p>2.
  • 2.1&nbsp; Max Webber’s Theory – &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 41</p><p>2.
  • 2.2&nbsp; Schumpeterian Theory of Entrepreneurship – – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 42</p><p>2.
  • 2.3&nbsp; Everett Hagan’s Theory &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 44</p><p>
  • 2.3&nbsp; &nbsp; &nbsp; Empirical<br>Framework &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 45</p><p><b>

Chapter THREE

RESEARCH METHODOLOGY

  • RESEARCH METHOD</b></p><p><b></b></p><b><p>
  • 3.1&nbsp; &nbsp; &nbsp; Research Design &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 49</p><p>
  • 3.2&nbsp; &nbsp; &nbsp; Population of the study – &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 49</p><p>
  • 3.3&nbsp; &nbsp; &nbsp; Determination of Sample Size &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 50</p><p>
  • 3.4&nbsp; &nbsp; &nbsp; Sampling Technique- – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 51</p><p>
  • 3.5&nbsp; &nbsp; &nbsp; Sources of Data &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 51</p><p>
  • 3.6&nbsp; &nbsp; &nbsp; Research Instrument &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 52</p><p>
  • 3.7&nbsp; &nbsp; &nbsp; Validity Test of the Research Instrument &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 52</p><p>
  • 3.8&nbsp; &nbsp; &nbsp; Reliability Test of the Research<br>Instrument &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 52</p><p>
  • 3.9&nbsp; &nbsp; &nbsp; Administration of the Instrument &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 53</p><p>
  • 3.10&nbsp; &nbsp; Scoring the Instrument &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 53</p><p>
  • 3.11&nbsp; &nbsp; Method of Date Analysis &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 54</p><p><b>

Chapter FOUR

DATA PRESENTATION AND ANALYSIS

  • </b></p><p><b></b></p><b><p><b>ANALYSIS AND DISCUSSION OF FINDINGS</b></p><p><b></b></p><b><p>
  • 4.1&nbsp; &nbsp; &nbsp; Presentation<br>of Data &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 55</p><p>
  • 4.2&nbsp; &nbsp; &nbsp; Testing<br>of Hypotheses – &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 59</p><p>4.
  • 2.1&nbsp; Hypothesis One &nbsp; &nbsp; &nbsp; &nbsp; `- &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 59</p><p>4.
  • 2.2&nbsp; Hypothesis Two — &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 61</p><p>4.
  • 2.3&nbsp; Hypothesis Three – &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 62</p><p>
  • 4.3&nbsp; &nbsp; &nbsp; Discussion<br>of Findings – &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 64</p><p><b>

Chapter FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

  • OF FINDINGS, CONCLUSION</b></p><p><b></b></p><b><p><b>AND RECOMMENDATIONS</b></p><p><b></b></p><b><p>
  • 5.1&nbsp; &nbsp; &nbsp; Summary<br>of Findings – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 66</p><p>
  • 5.2&nbsp; &nbsp; &nbsp; Conclusion &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 67</p><p>
  • 5.3&nbsp; &nbsp; &nbsp; Recommendations<br>&nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; –</p><p>68 &nbsp; &nbsp; &nbsp; References &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 69</p><p>&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; Appendices &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 75</p><p><b>LIST OF TABLES</b></p><p><b></b></p><b><p>Table 3.1: Distribution of staff population<br>according to</p><p>&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; organizations – &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 50</p><p>Table 3.2: Distribution of staff sample<br>according to</p><p>&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; organizations &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 51</p><p>Table: 4.1: Number of<br>questionnaires administered</p><p>&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; and returned &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 55 &nbsp; &nbsp; &nbsp; </p><p>Table 4.2: Sex distribution of<br>the respondents &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 55</p><p>&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;</p><p>Table 4.3: Age distribution of<br>the respondents &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 56</p><p>Table 4.4: Respondents’ Working<br>Experience &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 56</p><p>Table 4.5: Percentage analysis of<br>the responses to</p><p>&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;job rotation dimensions &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 57</p><p>Table 4.6: Percentage analysis of<br>the responses to</p><p>&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; mentoring dimensions &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 58</p><p>Table 4.7: Percentage analysis of<br>the responses to</p><p>&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; sustainability of SMEs<br>questions – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 59</p><p>&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;</p><p>Table 4.8: Regression analysis<br>result on mentoring and</p><p>&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; sustainability<br>of SMEs &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 60</p><p>Table 4.9: Regression analysis<br>result on job rotation and</p><p>&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; sustainability of SMEs &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; – &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 61</p><p>Table 4.10: Regression Analysis for Joint Effect of</p><p>&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; mentoring, Job rotation and<br>SMEs sustainability- &nbsp; &nbsp; &nbsp; &nbsp; 63</p></b></b></b></b></b></b></b></b></b></b></b></b> <br><p></p>

Project Abstract

<blockquote><p> This study,<br>Succession Planning and SMEs Sustainability in Uyo Municipality of Akwa<br>Ibom State, was designed to<br>underscore the relationship between succession planning and SMEs<br>sustainability. Specifically,<br>the study is designed to establish the relationship between mentoring and the<br>sustainability of the SMEs in Uyo municipality; assess the relationship between<br>job rotation and the sustainability of SMEs in Uyo municipality; and determine<br>the joint relationship between mentoring, job rotation and the sustainability<br>of SMEs in Uyo municipality. The survey research design was adopted in this<br>study. The population for this study was made up 102 staff. They<br>consisted of all senior staffers of the selected SMEs in the service industry. Descriptive and inferential statistics<br>was used in analyzing the data of the study. Findings from the results of<br>analysis indicates that both proxies for succession plan (i.e. mentoring and<br>job rotation) have significant relationship with SMEs sustainability in Uyo<br>Municipality, Akwa Ibom State.<br>The multiple regression analysis also reveals that, jointly they significantly<br>predict SMEs sustainability in Uyo Municipality, Akwa Ibom State. Based on the findings of this study,<br>it was concluded that succession plan significantly affect<br>sustainability of SMEs. Consequently,<br>it was recommended that SMEs owners should put in place mentorship<br>programmes to aid the sustainability of the enterprise; and that management of<br>SMEs should practice the concept of job rotation by moving employees from one<br>job to the other or from one unit/department to another as this will give them<br>all-round knowledge of how the organization works. </p></blockquote>

Project Overview

<p> <b><b><b></b></b></b></p><p><b><b><b><b>&nbsp; INTRODUCTION</b></b></b></b></p><p><b><b>&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; In modern day’s businesses,<br>succession planning is used as a proactive attempt in ensuring a smooth<br>transition of business from owner to a successor through effective manpower<br>training. It involves formulating a forward looking plan to ensure the<br>necessary human effort to make it possible for the survival and growth of the organization.<br>Thus, lack of proper succession planning can have the direct effect of causing<br>the collapse of these businesses especially when owners leave the business upon<br>retirement or by death.</b></b></p><p><b><b>Ayyagari,<br>Beck and Demirguc-Kunt (2007) opine that businesses that continue to succeed<br>despite the departure of strategic leaders are those that prepare in advance.<br>They have key players in place and they have implemented well-defined,<br>comprehensive development programs, formal management training programs, and<br>succession plans. Developing a comprehensive, long-term succession plan is a<br>critical element for survival of the small scale enterprises. Having the best<br>people in pivotal leadership roles, prepared to step in at any time, is<br>essential for future success. </b></b></p><p><b><b>Succession planning can be<br>defined as the process of identifying and preparing suitable employees through<br>mentoring, training and job rotation, to replace key players within an<br>organization. Those key players sometimes leave their positions for whatever<br>reasons such as retirement, advancement and attrition (Rodrigo, 2013). Small<br>and Medium scale Enterprises (SMEs) is a component of entrepreneurship<br>development and important aspect of economic development and economic<br>transformation offering jobs and creating wealth for families and other people<br>working in SMEs (Ward, 2003). Today’s<br>organizations are facing higher demands in a global market owing to widening<br>talent gap. One of the major concern that every SMEs owner face is how to<br>effect an orderly and affordable succession of the business while ensuring that<br>the business will provide for the future needs of the owner and his or her<br>family and keep them comfortable during their retirement years (Rodrigo, 2013).<br>While 74% of individually owned companies are investing in a formalized<br>succession planning process, companies still struggle to fill talent pipelines.<br>In an ideal world, individual owned companies endeavour to “grow leaders”<br>within their own organization, ensuring that there is continuity for the future<br>of their leadership and reducing turnover (Miller, 2012). &nbsp;</b></b></p><p><b><b>&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; In the Nigerian context, SMEs are renowned for<br>their entrepreneurial and innovative spirit and are a key driver for the<br>Nigerian economy. Individually-owned companies face unique challenges in<br>Nigeria’s very turbulent business environment. The issues gravitate around<br>ownership and rewards, communication, conflict, pay and benefits, engagement of<br>individual members and succession planning (Weweru, Bjuggren and Sund, 2001).</b></b></p><p><b><b>&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; Succession planning is a key element of an<br>effective strategy for managing talent and ensuring that an organization<br>achieves its future goals. In Nigeria, it is alleged that succession planning<br>in the public sector has been more formalized than in the private sector.<br>Similarly, there has been a lack of focus on succession planning in non-profit<br>organizations, although the need there is just as pressing (Murangiri,<br>2011). &nbsp; </b></b></p><p><b><b>Succession<br>planning is an activity that most organizations, especially SMEs, would be<br>quick to say is in place. Unfortunately, it is widely known that succession<br>planning efforts are all too often underdeveloped, unevenly executed, and<br>sometimes simply ignored (Miles and Dysart, 2007). SMEs exist on a global<br>scale. In Nigeria alone, eighty to ninety percent of all business enterprises<br>are individually owned (Weweru, Bjuggren and Sund 2001). The perpetuity problem<br>with the individually owned businesses may be attributed to the lack of<br>strategic succession planning. &nbsp;<b></b></b></b></p><b><b><b><p>Currently,<br>there are a few individually owned businesses in Nigeria that have survived to<br>the third and fourth generation. The literature on SMEs suggest that there are<br>a number of SMEs that fail in transitioning from the first generation to the<br>second generations. SMEs lack a practical understanding of succession planning<br>resulting in the implementation of weak succession plans. A study on succession<br>in the individual firm indicates that when members work together, emotions may<br>interfere with business decisions.</p><p>Small and<br>medium scales enterprises occupy an important place in any economy. The rate of<br>failure of small and medium scale enterprises in the Nigerian economy has been<br>of great concern to all and sundry. One of the reasons for the failure of small<br>and medium scale enterprises in Uyo municipality is the lack of succession<br>planning. Despite the role of the small and medium scale enterprises as a<br>catalyst for economic growth and development, it is discovered that when<br>owners/managers of these businesses died, less than one-third of the business<br>are able to continue to the next generation. In light of this, planning for a<br>successful succession is a crucial goal for every small and medium scale<br>enterprises, this is because without it, the firm cannot survive let alone<br>sustain to the next generation.</p><p>It is in<br>this regard that the ultimate objective of the study is to examine succession<br>planning and SMEs sustainability in Uyo Municipality of Akwa Ibom State. </p><p>The main objective of this study is to<br>assess the relationship between succession planning and sustainability of Small<br>and Medium Scale Enterprise (SMEs) in Uyo municipality of Akwa Ibom State.<br>Specific Objectives are to:</p></b></b></b> <br><p></p>
Purchase This Research

Blazingprojects Mobile App

📚 Over 50,000 Project Materials
📱 100% Offline: No internet needed
📝 Over 98 Departments
🔍 Software coding and Machine construction
🎓 Postgraduate/Undergraduate Research works
📥 Instant Whatsapp/Email Delivery

Blazingprojects App
Install Mobile App

Related Research

Business administrat. 2 min read

Development of a Strategic Framework for Small and Medium Enterprises (SMEs) to Enha...

What This Project Is About This project looks at how small and medium-sized businesses (SMEs) can use new digital tools and strategies to become more competitiv...

BP
Blazingprojects
Read more →
Business administrat. 3 min read

Strategies for Enhancing Organizational Efficiency through Digital Transformation in...

What This Project Is About This project looks at how small and medium enterprises (SMEs) can become more efficient by using digital tools and technology. It exp...

BP
Blazingprojects
Read more →
Business administrat. 4 min read

Innovative Strategies for Enhancing Employee Engagement and Productivity in Remote W...

What This Project Is About This project looks at how companies can find new and better ways to keep employees motivated and working well when they do their jobs...

BP
Blazingprojects
Read more →
Business administrat. 4 min read

Strategic Implementation of Digital Transformation in Small and Medium Enterprises (...

This project is about finding out how small and medium-sized businesses can effectively use digital tools and technology to improve and grow their operations. D...

BP
Blazingprojects
Read more →
Business administrat. 3 min read

Strategic Organizational Change Management in Digital Transformation Initiatives...

This project is about understanding how organizations manage change when they are making digital transformations. Digital transformation means using new technol...

BP
Blazingprojects
Read more →
Business administrat. 2 min read

Developing a Sustainable Business Model for Enhancing Small and Medium Enterprises' ...

This project focuses on creating a business plan that helps small and medium-sized businesses (SMEs) grow and succeed in today’s digital world. Small and medi...

BP
Blazingprojects
Read more →
Business administrat. 4 min read

Implementation of Performance Management Systems in Small and Medium Enterprises: A ...

The project topic &quot;Implementation of Performance Management Systems in Small and Medium Enterprises: A Case Study Approach&quot; focuses on exploring how s...

BP
Blazingprojects
Read more →
Business administrat. 2 min read

The Impact of Artificial Intelligence on Supply Chain Management in the Retail Indus...

Supply chain management is a critical aspect of operations for retail businesses, involving the coordination of activities related to sourcing, manufacturing, a...

BP
Blazingprojects
Read more →
Business administrat. 2 min read

Utilizing Artificial Intelligence for Forecasting Sales Trends in Retail Industry...

&quot;Utilizing Artificial Intelligence for Forecasting Sales Trends in Retail Industry&quot; aims to explore the application of artificial intelligence (AI) te...

BP
Blazingprojects
Read more →
WhatsApp Click here to chat with us