Like in most Sub-Sahara Africa, State-Owned Enterprises (SOEs) in Cameroon have a complex, overlapping and unclear management model that impacts its performance. The purpose of this study is to evaluate the effect of managerial skills on the performance of SOEs in Cameroon. Survey research design was used to collect data from top and middle level managers. The sample was drawn form 10 of the 14 SOEs that are wholly or partially owned by the state. By using purposive sampling, likert scale data was collected using questionnaires. The explanatory variables were managerial skills (conceptual, technical, interpersonal, budgeting and planning, cost control and ability to secure capital) and the outcome variable was performance. Managers were asked to rate their abilities in possessing some skills. Their opinions were also asked about the performance of the enterprises they manage. By analyzing the data using Ordinal logistic regression it was found that conceptual, technical, interpersonal, budgeting and planning skills had significant and positive effect on performance while cost control and skills to secure capital had insignificant and positive effects on performance. To improve performance, the study recommended that the government should organize skill-based training seminars for the three management levels (supervisors, middle and top managers).
| Published in | Journal of Business and Economic Development (Volume 6, Issue 2) |
| DOI | 10.11648/j.jbed.20210602.17 |
| Page(s) | 115-124 |
| Creative Commons |
This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited. |
| Copyright |
Copyright © The Author(s), 2021. Published by Science Publishing Group |
Managerial Skill, State-Owned Enterprises, Performance, Ordered Logit
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APA Style
Fonkam Mongwa Nkam. (2021). Management Skills and Performance of State-Owned Enterprises in Cameroon. Journal of Business and Economic Development, 6(2), 115-124. https://doi.org/10.11648/j.jbed.20210602.17
ACS Style
Fonkam Mongwa Nkam. Management Skills and Performance of State-Owned Enterprises in Cameroon. J. Bus. Econ. Dev. 2021, 6(2), 115-124. doi: 10.11648/j.jbed.20210602.17
AMA Style
Fonkam Mongwa Nkam. Management Skills and Performance of State-Owned Enterprises in Cameroon. J Bus Econ Dev. 2021;6(2):115-124. doi: 10.11648/j.jbed.20210602.17
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Download@article{10.11648/j.jbed.20210602.17,
author = {Fonkam Mongwa Nkam},
title = {Management Skills and Performance of State-Owned Enterprises in Cameroon},
journal = {Journal of Business and Economic Development},
volume = {6},
number = {2},
pages = {115-124},
doi = {10.11648/j.jbed.20210602.17},
url = {https://doi.org/10.11648/j.jbed.20210602.17},
eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jbed.20210602.17},
abstract = {Like in most Sub-Sahara Africa, State-Owned Enterprises (SOEs) in Cameroon have a complex, overlapping and unclear management model that impacts its performance. The purpose of this study is to evaluate the effect of managerial skills on the performance of SOEs in Cameroon. Survey research design was used to collect data from top and middle level managers. The sample was drawn form 10 of the 14 SOEs that are wholly or partially owned by the state. By using purposive sampling, likert scale data was collected using questionnaires. The explanatory variables were managerial skills (conceptual, technical, interpersonal, budgeting and planning, cost control and ability to secure capital) and the outcome variable was performance. Managers were asked to rate their abilities in possessing some skills. Their opinions were also asked about the performance of the enterprises they manage. By analyzing the data using Ordinal logistic regression it was found that conceptual, technical, interpersonal, budgeting and planning skills had significant and positive effect on performance while cost control and skills to secure capital had insignificant and positive effects on performance. To improve performance, the study recommended that the government should organize skill-based training seminars for the three management levels (supervisors, middle and top managers).},
year = {2021}
}
TY - JOUR T1 - Management Skills and Performance of State-Owned Enterprises in Cameroon AU - Fonkam Mongwa Nkam Y1 - 2021/06/09 PY - 2021 N1 - https://doi.org/10.11648/j.jbed.20210602.17 DO - 10.11648/j.jbed.20210602.17 T2 - Journal of Business and Economic Development JF - Journal of Business and Economic Development JO - Journal of Business and Economic Development SP - 115 EP - 124 PB - Science Publishing Group SN - 2637-3874 UR - https://doi.org/10.11648/j.jbed.20210602.17 AB - Like in most Sub-Sahara Africa, State-Owned Enterprises (SOEs) in Cameroon have a complex, overlapping and unclear management model that impacts its performance. The purpose of this study is to evaluate the effect of managerial skills on the performance of SOEs in Cameroon. Survey research design was used to collect data from top and middle level managers. The sample was drawn form 10 of the 14 SOEs that are wholly or partially owned by the state. By using purposive sampling, likert scale data was collected using questionnaires. The explanatory variables were managerial skills (conceptual, technical, interpersonal, budgeting and planning, cost control and ability to secure capital) and the outcome variable was performance. Managers were asked to rate their abilities in possessing some skills. Their opinions were also asked about the performance of the enterprises they manage. By analyzing the data using Ordinal logistic regression it was found that conceptual, technical, interpersonal, budgeting and planning skills had significant and positive effect on performance while cost control and skills to secure capital had insignificant and positive effects on performance. To improve performance, the study recommended that the government should organize skill-based training seminars for the three management levels (supervisors, middle and top managers). VL - 6 IS - 2 ER -
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