Research question one: what are the current managerial competencies of SMMEs’

This research question aimed to identity the current managerial competencies of SMMEs’ owners/managers in Pietermaritzburg city, South Africa. Based on Katz competency framework, managerial competencies of SMMEs’ owners/managers were measured by the technical skills, human skills and conceptual skills acquired by the respondents.

0 10 20 30 40 50 60 70

Agriculture Manufacturing Electricity, gas and water Construction Retail and motor trade and repairs services Wholesale trade Catering, accomodation and other trade Transport, storage and communications Finance and business services Community, social and personal services

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5.6.1.1 the extent to which SMMEs’ owners/managers agreed or disagreed that they possess the managerial competencies

Frequency analysis was performed to establish the extent to which SMMEs’ owners/managers agree or disagree that they possess the managerial competencies. Table 5.6 shows the extent to which SMMEs’ owners and managers agree or disagree that they possess the managerial competencies.

Table 5. 6: The extent to which SMMEs’ owners/managers agreed or disagreed that they possess the managerial competencies

Managerial competencies Strongly disagree n (%) Disagree n (%) Neutral n (%) Agree n (%) Strongly agree n (%) Technical skills 0 (0%) 7 (4.9%) 13 (9.0%) 69 (47.9%) 55 (38.2%) Human skills 0 (0.0%) 0 (0.0%) 2 (1.4%) 68 (49.3%) 68 (49.3%) Conceptual skills 0 (0.0%) 1 (0.7%) 26 (17.9%) 79 (54.5%) 39 (26.9%)

The results depicted in Table 5.6 show that most (86.1%) respondents agreed that they have the required technical skills to manage their businesses successfully. In addition, the results indicate that most respondents (98.5%) agreed that they have human skills. Lastly, most respondents (81.4%) agreed that they have conceptual skills

5.6.1.2 Sources of acquiring managerial competencies

SMMEs’ owners/managers were asked to give their views to which extent they agree or disagree that the following sources (job experience, formal education/training, In-house training, government support institutions, or/and private support institutions) helped them acquire the managerial competencies. Table 5.7 shows the extent to which SMMEs’ owners- managers agreed or disagreed with the sources of acquiring managerial competencies.

Table 5. 7: The extent to which SMMEs’ owners-managers agreed or disagreed with the sources of acquiring managerial competencies.

Sources of acquiring managerial competencies Strongly disagree n (%) Disagree n (%) Neutral n (%) Agree n (%) Strongly agree n (%) Job experience 0 (0.0%) 1 (0.7%) 12 (8.5%) 129 (90.8%) 0 (0.0%) Formal training/education 0 (0.0%) 20 (14.3%) 34(24.3%) 86 (61.4%) 0 (0.0%) In-house training 0 (0.0%) 23 (16.7%) 19(13.8%) 96 (69.6%) 0 (0.0%) Government support institutions 0 (0.0%) 86 (63.7%) 28(20.7%) 21 (15.6%) 0 (0.0%) Private support institutions 0 (0.0%) 63 (46.7%) 25(18.5%) 47 (34.8%) 0 (0.0%)

As showed in Table 5.7, most respondents (90.8%) agreed that “job experience” helped them acquire the managerial competencies; 69.6 percent of the respondents agreed that “In-house training” helped them acquire the managerial competencies; and 61.4% of the respondents also agreed that “formal education/training” helped them acquire the managerial competencies.

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However, the majority (63.7%) of the respondents disagreed that “government support institutions” helped them acquire the managerial competencies; and 46.7% of the respondents also disagreed that “private support institutions” helped them acquire managerial competencies. Some respondents specified other sources they have used to acquire the managerial competencies. These include support from the family, reading, social media, and Internet solutions.

5.6.1.3 Association between SMMEs’ managerial competencies and sources of acquiring managerial competencies

The chi-square test was executed to ascertain if there is a significant association between SMMEs’ managerial competencies (conceptual skills, human skills and technical skills) and sources of acquiring managerial competencies.

Association between Technical skills and sources of acquiring managerial competencies

The chi-square test was executed to find out if there is a significant association between technical skills and sources of acquiring managerial competencies. As depicted in Appendix A, the findings depict that there is a significant association between technical skills and the following sources of acquiring managerial competencies: job experience, formal education/training, and In-house training (p values < 0.01). Furthermore, the results reveal that technical skills are not significantly associated with government support institutions and private support institutions (p values > 0.05). Among 67 (47.2%) respondents who agreed that job experience helped them acquiring the managerial competencies, 41 (61.2%) also agreed that they have technical skills. Out of 55 (39.3%) respondents who agreed that formal education/training helped them acquiring the managerial competencies, 33 (61.1%) also agreed that they have technical skills. Among 53 (38.4%) respondents who agree that In-house training helped them acquiring managerial competencies, 30 (56.6%) also agreed that they have technical skills

Association between human skills and sources of acquiring managerial competencies

The chi-square test was completed to ascertain a significant association between human skills and sources of acquiring managerial competencies. As depicted in Appendix B, the findings reveal that there is a significant association between human skills and the following sources of acquiring managerial competencies: job experience, formal education/training, and In-house training (p values < 0.01). Additionally, the results reveal that human skills are not significantly associated with receiving support from neither the government nor private supporting

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institutions (p values > 0.05). Among 67 (47.2%) respondents who agreed that job experience helped them acquiring the managerial competencies, 44 (68.8%) also agreed that they have human skills. Out of 55 (39.3%) respondents who agreed that formal education/training helped them acquiring the managerial competencies, 35 (66.0%) also agreed that they have human skills. Among 53 (38.4%) respondents who agree that In-house training helped them acquiring managerial competencies, 28 (53.8%) also agreed that they have human skills.

Association between conceptual skills and sources of acquiring managerial competencies

The chi-square test was completed to depict the significant association between conceptual skills and sources of acquiring managerial competencies. As presented in Appendix C, the results depict that there is a significant association between conceptual skills and the following sources of acquiring managerial competencies: job experience, formal education/training, In- house training, and private support institutions (p values < 0.01). Furthermore, the results reveal that conceptual skills are not significantly associated with receiving government support (p value > 0.05). Among 67 (47.2%) respondents who agreed that job experience helped them acquiring the managerial competencies, 43 (64.2%) also agreed that they have conceptual skills. Out of 55 (39.3%) respondents who agreed that formal education/training helped them acquiring the managerial competencies, 35 (64.8%) also agreed that they have conceptual skills. Among 53 (38.4%) respondents who agree that In-house training helped them acquiring managerial competencies, 37 (69.8%) also agreed that they have conceptual skills.

5.6.2 Research question two: what are the types of interventions provided to SMMEs