Decision-Making Processes Used by Malaysian Managers of Small and Medium-Sized Enterprises When Deciding Their Participation in Government Sponsored Training Programs
This study identified the decision processes used by managers from small and medium-sized enterprises (SMEs) to participate in training programs funded by governments in Malaysia. Evidence has found that small and medium-sized businesses are vital to the economic growth of a country, and governme...
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| Format: | Article |
| Language: | English |
| Published: |
Universal Publishers
2021
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| Subjects: | |
| Online Access: | http://ir.unimas.my/id/eprint/35479/1/V13N2-9.pdf http://ir.unimas.my/id/eprint/35479/ http://www.gbmrjournal.com/vol13no2.htm |
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| Institution: | Universiti Malaysia Sarawak |
| Language: | English |
| Summary: | This study identified the decision processes used by managers from small and medium-sized
enterprises (SMEs) to participate in training programs funded by governments in Malaysia.
Evidence has found that small and medium-sized businesses are vital to the economic growth
of a country, and government-provided training programs may help foster organizational
efficiency. Research has, however, revealed that SME participation is relatively low. Until
now, there has been little research about how SME managers make decisions about how to
send their workers to government-sponsored training programs, which could theoretically
benefit the company. The study used the methods outlined by Willig (2013) for interpretative
phenomenological analysis. Eight participants contributed to the study. Data collection was
carried out in two stages. The first phase involved an in-depth, semi-structured interview of
individuals. Phase two involved a group discussion. The group session included four SME
executives. Added to the data were field notes from the author and reflective journal. Data were
analyzed using the guidelines outlined in the IPA method adopted by Willig (2013). The
findings revealed two major categories of the decision-making processes made by SME
managers with two subcategories each. The first category is procedural strategies. The
subcategories are collecting of information and processing of information. The second
category is emotion orientation of SME managers when making decisions. The first
subcategory is protecting the family business. The second subcategory is the use of gut
feelings. Based on these findings, the study has addressed policy consequences,
recommendations and limitations. |
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