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>
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