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GROUP DYNAMICS AND PERFORMANCE OF YOUTH OWNED ENTERPRISES IN UGANDA: A CASE OF KOTIDO DISTRICT

Table of contents

Chapter One

1.0 Introduction                                  ………………………………….            5

1.1 Study Background                         …………………………………..            5

1.1.1 Historical Background               …………………………………..            5

1.1.2 Theoretical background             ………………………………….            7

1.1.3 Conceptual background             …………………………………..            8

1.1.4 Contextual background              …………………………………..            8

1.2 Statement of the problem             ……………………………………    9

1.3 The main study objective             ……………………………………    10

1.3.1 Specific objectives                    ……………………………………    10

1.3.2 Research questions                    …………………………………….   10

1.4 The Study hypothesis                   …………………………………….   11

1.5 Conceptual framework                     …………………………………….   11

1.6 Study significance                        …………………………………….            12

1.7 Justification of the study               ……………………………………            12

1.8 Scope of the study                        …………………………….………            13

1.8.1 Time scope                                …………………………………….            13

1.8.3 The geographical scope             …………………………………….            13

Chapter Two

Literature Review                   ………………………………………….            14

• Introduction …………………………………………..      14

2.1 Theoretical review            …………………………………………            14

2.2 Group dynamics and performance of youth owned enterprises ..            15

2.2.1 Group dynamics ………………………………………………            14

2.2.2 Youth owned enterprises           …………………………………            16

2.3 Group Cohesion and Performance of Youth Owned Enterprises …            16

2.3.1 Similarity of group members                 ……………………………    18

2.3.2 Gender                                                   …………………………….   18

2.3.3 Size of the group                                    …………………………….   18

2.4 Communication and performance of youth group enterprises     ….            19

2.4.1 Inter-group communication                   …………………………….   20

2.4.2 Frequency of communication                …………………………….   21

2.4.3 Communication channels                      …………………………….   21

2.5 Group membership and performance of youth group enterprises …..            21

2.5.1 Entry requirements                    ………………………………….            22

2.5.2 Rules of the group                     ………………………………….            22

2.5.3 Exit requirements                      ………………………………….            23

2.6 Performance                                 ………………………………….            23

2.6.1 Dimensions of performance      ………………………………….            24

Goal attainment                                  ………………………………….            24

Tasks completion (timely)                  ………………………………….            24

Satisfaction                                         ………………………………….            24

Chapter Three; Methodology

3.0 Introduction                                  ………………………………….            25

3.1 Study Design                                ………………………………….            25

3.2  Geographical scope                     ………………………………….            25

3.3 Population of the study                 ………………………………….            25

3.4 Sample size and selection             ………………………………….            25

3.5 Sampling techniques                     ………………………………….            26

3.6 Data collection methods               ………………………………….            27

3.6.1 Survey method                           ………………………………….            27

3.6.2 Interview method                       ………………………………….            28

3.6.3 Document review method:        ………………………………….            29

3.7 Data Collection instruments         ………………………………….            28

3.7.1 Questionnaire Survey                ………………………………….            29

3.7.2 Interview Guide                         ………………………………….            29

3.7.3 The document review                ………………………………….            29

3.8 Validity and reliability                 ………………………………….            29

3.8.1 The validity of instruments       ………………………………….            29

3.8.2 The reliability of instruments    ………………………………….            30

3.9 Data collection procedure             ………………………………….            30

3.10 Analysis of the data                    ………………………………….            30

3.10.2 Qualitative analysis                 ………………………………….            30

3.11 Variables measurement             …………………………………            30

3.12 Research ethics                           …………………………………            31

References                                          …………………………………            32

Chapter One

Introduction

• Introduction

Using a Kotido District scenario, this study will investigate the relationship between group dynamics and performance of Youth Owned Enterprises in Uganda. Group dynamics is viewed as an independent variable whereas the dependent variable is performance of enterprise. This chapter will therefore will present the background of the study, the problem statement, the main objėctive of the study, the specific objectives/goals of the study, research questions, hypotheses, framework for relationship between variables, study significance/importance and justification, scope of the study.

1.1 Study Background

The background to the study is elaborated in four perspectives namely, the historical, theoretical, conceptual and contextual.

1.1.1 Historical Background

Globally, out of the 10 group owned enterprises started every year, only two happens to succeed (World Economic Forum, 2016).  This is in agreement with Bloomberg, who stated that eight out of ten business people who start business enterprises fail within the first eighteen months. The Global Entrepreneurship Monitor (GEM) (2018), attributes the performance of enterprises to a several factors related to group dynamics. Historically, the performance of Youth Owned Enterprises has been perceived in the past by financiers and banks as risky, costly, and difficult to serve because of unreliable performance. In India, the failure rate of group owned enterprises and mostly youth owned businesses was rated at 7% and this was attributed to failure of communication within the group, leadership, poor spread of roles to members and failed identify (Ahmed and Ahmed, 2011). In Singapore, over 58% of Youth Owned Enterprises funded by NGOs failed to perform and left business in the first three years of operation and this was attributed to a number of group dynamics including, poor communication channels within the group, lack clear social networks to sell and seek for additional finances and leadership which could not provide a clear direction to the group Theodore and Gorge 2014).

In developing countries, like in Africa, this has registered the highest failure and stunted performance of Youth Owned Enterprises (Njoki et al., 2014). In Kenya, over 43% of Youth Owned Enterprises which were being funded by the government failed to perform in their first five years in the business. By 10 years, over 80% of them had totally left business (Kuria, 2014). This high failure rate was attributed to few business financing and group dynamics (Ayuma et al., 2014). In Chad, over 250 Youth Owned Enterprises started in 2008, 186 failed in the first five years and by 2018, 223 had also closed business. The underlying causes according to NGO funding included a number of factors and one of them was group dynamics. These included, poor coordination or communication, lack of training to group members, leadership and social networks that were very minimal.

In Uganda, the performance of youth owned enterprises since history have been depicted as facing a slow progress (Tulip and Bitekerezo, 2013).  For the YLP in uganda, “A study of the program performance results in 35 districts indicated a low recovery rate of zero percent in some cases.

Reports from the AG showed that only Shs5.501 billion (39 per cent) had been paid out of the Shs14.2 due for repayment by the beneficiaries by October 2016. Simple ground work inspections have revealed some non-traceable group projects and a risk of loss of Shs527 million.

A part from YLP, a number of NGOs throughout the country have been financing several youths in formation of groups to ensure that their lives are transformed. For instance, Dr Liz Stones & Laurie Bell (2017) in the Concern World Wide final evaluation report, noted that, many programmes in Karamoja, both NGO and government-led, aim to support group activities and endeavors. However, group dynamics are challenging, and in many cases this can lead to problems of accountability, ownership, resentment, and misappropriation of resources. In 2017, MOFPED and MOGLSD released a report showing how majority of these groups had their capital mismanaged, failed to coordinate and invested in wrong projects. It was so far indicated that there are several dynamics that need to be controlled if the performance of these groups is to improve. In Kotido district which our case in point, a number of youth groups have been financed by the government and NGOs like Restless Development, but some of the group performances remains a challenge, one wonders whether this historical trend has anything to do with group dynamics. It is from this perspective that this research will be carried out using a case study of Kotido District to evaluate the relationship between group dynamics and performance of youth owned enterprises in Uganda.

1.1.2 Theoretical background

This study will be driven by the Theory of Social System provided by Homans (1958). The theory typically deals with the interrelationship of elements of behavior/activities, interaction, emotions, and individuals to solve problems, reduce tension, attain their objectives, and achieve balance. Workers who collaborate in this way within an organizational environment tend to form groups.

This theory formed the basis of this research since the youth enterprises are part of the functioning of youth groups in this country. The aims and goals of the groups are influenced by the incentives available both inside and outside the youth group setting. Such opportunities include membership, communication and cohesiveness that may affect the performance of group enterprises.

When applied to group dynamics and enterprise performance, this theory forms the basis for this study since the dynamics of youth groups are concerned with why and how groups grow. A classical theory founded by George Homans implies the formation of groups based on activities, interactions, and sentiments. The theory basically means that when individuals share common experiences, they will have more interaction and build (positive or negative) attitudes towards each other that may affect the performance of youth enterprises. This study is also driven by Ludwig’s (1968) social system theory of group functioning which theorizes groups as systems. Groups are defined as entities that can fairly be separated from their environment, and have some boundaries within which interactions with the environment take place. Environment transactions to community structures are inputs while boundary management is necessary to separate appropriate inputs from other possible stimuli by coding. Many groups are open frameworks that take into account incentives for spontaneous internal action and other aspects of living behaviour.

1.1.3 Conceptual background

The study will be based on two main concepts including, group dynamics and performance. In the first place, Nazzaro and Strazzabosco (2009) defines group dynamics as a term referring to interactions in a group setting between people who speak together. Dyer et al., (2014) further defines group dynamics as an interactional patterns of different members who can unanimously work collectively to achieve a destined goal. Those dynamics are the daily engagements that may affect the group performance. Dyer et al., (2014) indicated that group dynamics may range from cohesiveness, communication, teamwork, leadership skills, networking and training or skilling.  In this study, group dynamics will be limited to three dimensions including, communication, cohesiveness and leadership.

In contrast, performance, according to Dixon et al (2010), refers to appropriate measures that demonstrate an enterprise’s ability to achieve its strategic goals. Stoner (2003) looked at performance of enterprises as the ability to operate effectively, profitably, survive, grow and respond to environmental opportunities and threats. Therefore, youth group owned enterprises can be seen as community enterprises described as an autonomous association of persons (youth in this case) willingly united to meet their common economic, social, and cultural needs and aspirations through a jointly owned and democratically controlled enterprise (Torri, 2016). For purposes of this study, performance of youth owned enterprises will be measured using the level of attainment of group goals, the time it takes for targets attained, and the level of satisfaction of group members.

1.1.4 Contextual background

This study will be done in Kotido district. Kotido district just like other districts in Uganda was a beneficiary of Youth Livelihood Programme funded by the government of Uganda under the MOGLSD and MOFPED (Republic of Uganda, 2013), Restless Development has also supported a number of groups in this area. These Programmes essentially provide funding to groups of youths, between 8-20 members with an anticipation of creating employment and change lives of youth. This kind of financial assistance. The clarity in form of this kind of support lies in the fact that it is given to only groups that are well organized with clear leadership, communication/coordination, networks, cohesiveness and clear membership role. This is done in the name of ensuring that their performance is improved. However, nationally, the performance of youth owned enterprises has been indicated as very slow. According to Balunywa (2015), over 85% of youth group owned enterprises fail every after a space of 3 years in Uganda. The MOGLSD Annual Report (2017) showed that only 23% of Youth groups have so far benefited from the Programme. In Kotido districts, only 44 youth groups benefited from Youth Livelihood Programme, 30 groups failed and 14 only are still in business showing slow growth. The researcher wonders whether this poor performance can be explained by group dynamics.

1.2 Statement of the problem

Performance of Youth owned enterprises in Uganda remains a challenge. Tulip and Bitekerezo (2013), indicate that youth-owned enterprises have been portrayed as facing slow progress, Abesiga (2015) confirms that the failure rates among Uganda’s SMEs are very high, and Kagame (2014) states that entrepreneurial performance is extremely low. The Daily Monitor (2018) shows that majority of youth groups funded by government are not existing, those existing are not making any profit. Kotido District is not an exemption of such low performance; during our field visits to youth groups located in Kotido Municipal, we discovered that some youth groups disintegrated after failing to meet their goals, some groups failed meet their set goals in time and some group members were dissatisfied. These are indicators of unappealing performance of youth group enterprises. NGOs and Government initiated routine monitoring, tightening criteria for selection of groups for example request for submission of group business plans and constitutions in order to guarantee group attainment of goals, furthermore, training, mentorship has been offered by Restless Development staff, peer educators and the District staff, but this has not solved the challenge of goal attainment, timely completion of tasks and satisfaction of group members. We are likely to have non- existent groups with this trend and if this is not attended too, it will affect job creation in Uganda. It’s important to note that, the importance of SMEs cannot be overemphasized as they play an important part in economic development Ayuma (2014), this means that, if youth business cease to flourish they will eventually die, the economy will be affected, poverty levels will increase and the physical, economic, social conditions of youth will dilapidate causing, hunger, ill health, poverty and death. Just like other researchers like, Rebecca at el (2012), it is against this background that the researcher decided to carry out a study to evaluate how performance of youth owned enterprises are affected by group dynamics in Uganda a case of Kotido District.

1.3 The main study objective

The main study objective is to evaluate the relationship between group dynamics and performance of youth owned enterprises of Kotido District-Uganda.

1.3.1 Specific objectives

1. To establish the relationship between cohesion and performance of youth owned enterprises in Kotido District.
2. To explore the relationship between communication and performance of youth owned enterprises in Kotido District.
3. To assess the relationship between membership and performance of youth owned enterprises in Kotido District.

1.3.2 Research questions

The following research questions will guide the study namely;

1. What is the relationship between group cohesiveness affects and performance of youth owned enterprises in Kotido District.
2. What is the relationship between communication and performance of youth owned enterprises in Kotido District.
3. What is the relationship between membership and performance of youth owned enterprises in Kotido District.

1.4 The Study Hypothesis

1. Group cohesion significantly affects the performance of youth owned enterprises in Kotido District.
2. Group communication has a significant effect on the performance youth owned enterprises in Kotido District.
3. Group membership has an effect the performance of youth owned enterprises in Kotido District.

1.5 Conceptual framework

The diagrammatic framework below provides a description of the relationship between the variables.

INDEPENDENT VARIABLE (IV)                DEPENDENT VARIABLE (DV)

Figure 1: Showing the relationship between group dynamics and performance of youth owned enterprises

The relationship table was developed by the researcher.

Group dynamics are conceptualized into three dimensions namely group cohesion, made up of similarity, size and support, Group communication makes the second dimension with intergroup communications, frequency of communication and channels of communication, as key indicators. In addition, group membership which entails, entry requirements, group rules and exit requirements.

• Study significance

To academicians, the study will be helpful in providing clear understanding and evidence into the nature of group dynamics facing youth group owned enterprises in Uganda. It will help provide an up-to-date literature on group dynamics and performance of youth owned enterprises, a grey area that has been under researched in Uganda today.

To policy makers, with increasing emphasis by government to ensure that youth employment is created through youth group owned enterprises and other strategies, the study might be useful in providing policy makers with policy options recommendations through evidence generated to assist in how youth group owned enterprises can be supported for improved performance.

To youth group owned enterprises, the study will provide useful information for the youth to learn and build their capacity to ensure optimization of appropriate communication, leadership and cohesion within their groups and also assist in decision making on what best options are better to improve their enterprises’ performance.

To the non- governmental organizations such as restless development, the study will provide insights that could generate discussions to provide meaningful strategies to support youth groups.

1. To the researcher, the study is a requirement for the researcher at the Uganda Management Institute for the award of a Master’s degree of Management Studies.

1.7 Justification of the study

Youth group owned enterprises are central in the social and economic development of many nations (UNDP, 2000) also the key drivers of employment and economic growth (Jones, 2005) and provide the bed rock for the development of large businesses. A number of researches have been done on youth group owned enterprises and what has been common among all the studies on group owned enterprises is that they handle a single dimension of SME development or factors for collapse such as Bank loans, taxation, microfinance etc.  There are still very few studies of youth entrepreneurship in Africa Katherine V. Gough and Thilde Langevang (2017). There are very limited studies on the inter play of group dynamics towards the performance of youth owned enterprises such as cohesion, communication and membership.

The fact that small businesses are a viable job and job creation option means that it would be an ideal avenue to point the Ugandan youth towards starting their own businesses and eventually employing others as their business grows (Ahaibwe, Kasirye & Barungi, 2014), is sufficient justification for the research: this study will provide proof of what works in the dynamics groups and also collaborate and shade more light on the findings of studies such as the more recent study on youth group owned enterprises by FSDU in 2015.

1.8 Scope of the study

1.8.1 Time scope

The study will cover a period of three years starting from 2016–2018 because of availability of data which can be used to enable assess the relationship between group dynamics and performance of youth group owned enterprises.

1.8.2 Content scope

The study content will be collected on group dynamics and performance of enterprises. The study constructs of group dynamics will be the independent variable entailing group cohesion, group leadership and communication, whilst performance of enterprises will be the dependent variable entailing limited efficiency, effectiveness and satisfaction.

1.8.3 The geographical scope

This study will carried out in the confines of Kotido District specifically two sub-counties. The choice for this locality is that the youth group owned enterprises have existed for about two years and therefore have sufficient information to aid the study.

Chapter Two

Literature Review

• Introduction

This chapter looks at empirical literature on group dynamics, and how it affects performance of enterprises (dependent variable). A review of empirical research on the study topic will be guided by the objectives of the study which are group Cohesion and performance of youth owned enterprises, group communication and performance of youth owned, and then how performance of youth owned enterprises is affected by group membership.

2.1 Theoretical review

This study will be driven by the Theory of Social System provided by Homans (1958). The theory typically deals with the interrelationship of elements of behavior/activities, interaction, emotions, and individuals to solve problems, reduce tension, attain their objectives, and achieve balance. Workers who collaborate in this way within an organizational environment tend to form groups.

When applied to group dynamics and enterprise performance, this theory forms the basis for this study since the dynamics of youth groups are concerned with why and how groups grow. A classical theory founded by George Homans implies the formation of groups based on activities, interactions, and sentiments. The theory basically means that when individuals share common experiences, they will have more interaction and build (positive or negative) attitudes towards each other that may affect the performance of youth enterprises. This study is also driven by Ludwig Von Bertalanffy’s (1968) social system theory of group functioning which theorizes groups as systems. Groups are defined as entities that can fairly be separated from their environment, and have some kind of boundaries within which interactions with the environment take place. Many groups are open frameworks that take into account incentives for spontaneous internal action and other aspects of living behaviour.

This theory formed the basis of this research since the youth enterprises are part of the functioning of youth groups in this country. The aims and goals of the groups are influenced by the incentives available both inside and outside the youth group setting. Such opportunities include membership, communication and cohesiveness that may affect the performance of group enterprises.

2.2 Group dynamics and performance of youth owned enterprises

2.2.1 Group dynamics

According to Kemboi et al (2015), a group may be defined as multiple individuals who come together to accomplish a specific task or objective. Human beings have always united with others throughout time, culture, and societies to create social living communities. As shown in many animals the human being is a social animal. And living in communities requires compromise and concession. A group’s needs and interests does not always completely conform to its members ‘ needs and individual interests. This leads to dominant interpersonal processes occurring in groups which can be explained using the word group dynamics (Anderson et al, 2012).

Group dynamics applies to community attitudinal and behavioral characteristics. Group dynamics are concerned with the formation of groups, their structure and mechanism and how they work. Group dynamics are important for all forms of formal as well as informal communities. Groups are a very common unit in an enterprise (Langevang et al, 2014). Group members must have some understanding of themselves as members of the same social class (Chester et al, 2014).  Although Sethi & Yildiz (2016) considered a group of persons with non-observable perspectives (subjective prior beliefs) in connection with unknown perspectives; Gordon (2015) revealed that once a person(s) are part of a group, they are strongly influenced by other members of the group.

Thierry (2015), takes a look at some of the firm’s qualitative or intangible features. This is a valuable way to learn how to structure a small business, how it functions and who handles it on a daily basis. A variety of qualitative parameters have been proposed over the last 30 years as the key defining characteristics of a small firm. For example, Schaper et al. (2014) suggest that a business is generally characterized by the following characteristics: 1 it is owned and operated independently; 2 the owners contribute most, if not all, of the operating capital; 3 the main decision-making functions reside with the owners; and 4 the business has small market share.

Although, there have been many related studies in this area, understanding of the relation between group dynamics and group performance is limited, this research will contribute to the literature existing. It is important to note that most groups experience the same developmental stages. The International Leadership Journal (2017) notes that “in any place of business, there is existence of various dynamics”. Gordon (2015) noted that once people are part of a group they are strongly influenced by other members of the group.  In an analysis of group dynamics, Donelson (2019) aims to define and illustrate anything relevant to people and their groups, what keeps a group together, why some groups get so little done among others.

2.2.2 Youth owned enterprises

The Youth Livelihood Program (YLP) supports many youth-owned enterprises. YLP is also guided by the Millennium Development Goals, according to the Ministry of Gender, Labor and Social Development (2013), which commits member states to vigorously promote human development as the key to sustaining social and economic progress across all countries.

Africa has on average the smallest number of entrepreneurs from a global perspective who are not expected to create additional jobs (35 percent) (GEM report 2018). The fact that small businesses enterprises are a viable work and job creation choice suggests that it would be an ideal route for Uganda’s young people to start their own businesses and potentially employ others as their businesses grow (Ahaibwe, Kasirye & Barungi, 2014).

Katherine (2017) presents the importance of understanding the entrepreneurial efforts young people are making in an attempt to face their challenges, and to devise appropriate support measures, the researcher is in agreement with this

2.3 Group Cohesion and Performance of Youth Owned Enterprises

Cohesion has a long history in social sciences and is still an important topic in present-day research in social sciences. Trevino (2018) states that group cohesion has been studied among diverse groups, including athletic teams, students, psychotherapy groups, and workgroups, but with no consistent results.  Conflicting results in the group cohesion literature may be due to the wide array of definitions and instruments used as well as the diverse populations being studied.

Numerous studies find that high group cohesion results in increased productivity and better group performance (Charles et al, 2012). According to Harun and Mahmood (2012), cohesiveness refers to two main constructs, namely mission and social cohesion. The group cohesiveness sources include most of the variables that affect interpersonal attraction, such as attitudes and personality similarities. While a number of research results indicate that group cohesiveness is seen to be among the most significant group variables and is generally associated with performance of organizations/enterprises. Deckers (2018) stated that the degree to which they feel close to each other, the degree to which they trust each other, and the degree to which the group feels a coherent entity to them and the level to which the group discusses and agrees on a common objective. The concept can be subsumed for all these dimensions.

According to Gordon (2015), using group dynamics concepts to train better juniors, he stated that cohesion does not occur immediately when a group is made, but evolves during the group’s life cycle when it has had the opportunity to work together and its members have become acquainted with each other. Group cohesion is regarded as the bond or connection which keeps the working group together (Carron, 1982).

Donelson (2019), cited in his study that the cohesive, united group has been praised as the most successful, the most likely to win in battle and the most imaginative in history. This is in line with Porubcansky (2012), who stated that group members had evolved as a cohesive community, dedicated to the group’s life and activities in every respect. This definitely implies that a cohesive community is devoted to the group’s life and activities, and can therefore perform well.

In a study of the relationship between group cohesivity and performance, Mohd (2012) stated that group cohesivity was seen to be among one of the more significant group variables and was generally associated with business enterprise performance. This actually refers to two major constructs: task and social cohesion. Because enterprises are increasingly dependent on group cohesiveness in order to achieve better performance, these two constructs (social and task cohesion) have consistently affected the performance as suggested.

Molis (2018) stated that cohesiveness defines the ability of participants to stick with the group. The greater the group’s cohesion, the more dedicated its members are to belonging. Highly integrated groups with high cohesiveness persevere through disagreements which would scuttle teams of less dedicated members. Cohesiveness usually increases over time as participants draw on shared experiences to develop stronger relationships.

Dimensions of cohesion in this research include similarity, gender and size

2.3.1 Similarity of group members

The similarity of groups in this study is perceived in terms of gender, size and support. According to NSGMED nursing journals (2014), factors affecting group cohesiveness include the form of interdependence among members, similarity between members and group size. A homogeneous group consists of participants who have similar backgrounds, attitudes, skills, and values. There is less probability of confrontation during the discussions of a homogeneous group, as one might imagine, but these placid dynamics often tend to produce dull, unimaginative outcomes.

2.3.2 Gender

Gender is socially constructed experiences, not biological imperative (Nguyen, 2010).

Gender is historically one of the major determinants of the availability of opportunity and thus a determinant of the entrepreneurial activity of individuals in South Africa GEM, (2004). Gender has been identified as having an impact on performance of enterprises (Radiphere, 2014). Further gender balance in entrepreneurship could mean a better work-life balance for a society (GEM, 2013). Economies may profit from inspiring talented women to consider starting business enterprises and taking on the challenges, which some might find difficult. As a role model or mentor, brave and ambitious women may play an important role in this (Dinesh, 2014).

GEM (2018) indicated in their study that women report higher or equal entrepreneurial skills than men. Economies with high participation rates for women in the labor force are seen to be resilient, with fewer economic growth slowdowns.

Dinesh (2014), study also confirms that demographic factors, such as gender, have a huge impact on the performance of companies.

2.3.3 Size of the group

Cengage (2019) stated in his study that a group size influences many of its other features. A group of two people is so small that when one member leaves it ceases to exist, and it can never be divided into subgroups. Dyad members (e.g., best friends, lovers) are sometimes linked by strong emotional bonds which make their dynamics so intense that they belong to their own category (Levine and Morelan, 2012).

Some researchers have provided evidence that too many members of the team or group reduce performance, and other researchers have reported that performance was actually increased by increasing group size in work teams. For example, Vinokur-Kaplan (1995) indicated that group size had a negative performance association in a study. Increasing group size also improved group performance in groups of employee participation as larger groups required less coordination and less members needed training.

2.4 Communication and performance of youth group enterprises

According to Kaminskaite (2015) there are hundreds of definitions of communication: there are certain communication properties which are described by most scholars and experts. These definitions come from a variety of scholars with various backgrounds in the field of communication. Some of the definitions presented by Kaminskaite include the following; the ability to symbolize and use the language separates us from animals (human communication). It the essence of what it means to be a human. Communication affects humans profoundly. We are living our lives by it. Communications is the medium by which we create, sustain and end our relationships/ties with others, Kaminskaite further appreciates the fact that communication helps resolve conflicts.

Communication is everywhere around our lives. We communicate every day, even staying alone we are bombarded with communication. It is estimated that we are exposed to more than five thousand persuasive messages every day Neuliep (2014), this signifies that communication is occurring every time and everywhere, while. And for Thomas (2014), the maintenance of openness in one’s own systems and activities is a very significant step towards developing the ability to interact and build new realities with allies, collaboration partners and other internal organizational units.

Rana (2013), in the International Journel of Enhanced Research in Management and computer applications, presents that effective communication is an important part of business enterprise success. When the workforce is, or is diverse, multicultural, it becomes more important and even complex. Rana (2013) also argues that communication is the lifeline of any business enterprise. If communication breakdown happens, the efficiency of the enterprise will suffer. Poor communication is one of the main reasons companies fail to realize their potential or refuse to do so. Rana (2013) further explains that performance of a business enterprise suffers when a communication breakdown occurs. Poor communication is among the main reasons why enterprises fail or don’t realize their potential.

2.4.1 Inter-group communication

Relationship between inter-groups suggests that when individuals communicate with each other, the relationship is most often influenced by their excellent social memberships and not by their individual traits. Therefore, intergroup communication explores how our contact provides information about our affiliation with various groups in society, as well as how it influences communication between groups and group membership (Giles, 2016). Although communication is known as being both an interpersonal and an intergroup phenomenon, intergroup communication scholars argue that much of our contact is intergroup in some way (where groups include, for example, age, race, sexual orientation or political party). Communication between groups considers communication as a dynamic process in which the cognitions, feelings, and intentions of each speaker affect communication behavior in interactions (Keblusek et al, 2017). Communication scholars from intergroups disagree about these mechanisms which enable communication across many different contexts. The dialogue between inter-groups also focuses on describing conflict and miscommunication and, in particular, on communication between dominant and subordinate groups (Watson, 2018).

Communication between groups sees communication as a dynamic process in which cognitions, emotions, and intentions influence interactive communication behaviour. Communication scholars from inter-groups disagree about these mechanisms which enable communication across many different contexts. Intergroup communication also focuses on the definition of conflict and miscommunication and, in particular, on communication between dominant and subordinate classes. The systematic study of intergroup contact has its strongest roots in social psychology along with the fields of socio-psychological interaction (Jones, 2018).

2.4.2 Frequency of communication

Raji (2012), if not for some theoretical arguments that address language as a communication tool, a medium or a function that characterizes communication styles, we don’t even need much clarification that human communicates verbally and nonverbally. However, all still agree that communication revolves around the use of language and symbol interpretation.

2.4.3 Communication channels

To Nazzaro & Strazzabosco (2009), we always assume that people know each other, and a similar sentiment among newcomers is that the group’s more senior members are rather exclusive. This is because the senior members know each other well and they have well-established communication patterns. We have past experiences in common, and may fail to describe certain beginner references. This can lead to a feeling of isolation and the newcomers may leave the group if it is not fixed.

Ashish Mohanty (2018) stated in his study that coordination, group dynamics and department-to-department teamwork are important components for successful business enterprises. He further concluded that communication is critical to the success and effectiveness of a business enterprise. Communication is not just one of the most critical parts of people’s lives, but it is especially entangled in a group sense with the group dynamics that influence how the group works. Communication and group dynamics play an important role in the performance of collaboration in an enterprise.

Throughout Mauk’s (2013) research, in her research she stated that communication was important, had a certain amount of information for each group member and it was necessary to incorporate all the information to solve the group problems. Some of the channels of communication (or links) between the members can be blocked, so that they can-not be used. That could have an impact on the performance of a business enterprise.

2.5 Group membership and performance of youth group enterprises

Davidson (2008) made the following examples, the part of our identity based on group. We are all part of specific groups that can be identified by certain characteristics, and although the essence of group membership may make it more or less important for us, we nonetheless still have these group memberships.

Henry Tajfel and John Turner (2004) articulated a theory in their collaboration that describes our experiences and behaviors as members of groups Social Identity Theory (SIT). Because group membership influences who a person thinks he or she is, and how that person performs in business enterprises, the essence of “joining a group effort” is to contribute to the “common purpose” expressed among the group members. And one comes to participate in the “common purpose” of the community by accepting the goal of the group as one’s own, and by signaling one’s dedication to further achieving this goal through one’s own efforts.

Jason (2016) in his study presented that many partners believed that membership in the broader triadic group entailed some right to participate in or have some influence over all the collaborations of the group.  Jason (2016) further explains that the expression of interest took several forms, ranging from requesting frequent updates of information to demanding approval of key features and aspects of the process itself. This is in line with the Angel Fire Resort Operation (2010), which proposed that membership is a property ownership responsibility, and is also in accordance with Hackel (2014), who concluded that perception was influenced by group membership.

Group membership dimensions considered in this study include the following;

2.5.1 Entry requirements

Entry requirements for youth owned enterprises could have some similarities and differences. Age for example could be a factor in the entry to such an enterprise, some ones perceived character could also influence the level of acceptance to a group.

According to Jason (2016), ultimately, being refused entry into each other’s collaborations led to lasting distrust and ongoing disagreements about participation.

2.5.2 Rules of the group

Groups/Teams needs to acknowledge when they are not functioning and be able to take corrective action. Therefore, it is crucial that penalties are defined from the outset for breaching group ground rules and that all group members accept and sign on the group regulations members’ act. There may written rules aligning expectations with the priorities of your business that will improve the effectiveness of your enterprise. Standards will shift with the community changing.

2.5.3 Exit requirements

As groups form enterprises, members of the group lay down rules for entry and exit, these are mainly captured in the group constitution; and if members do not conform to such rules they could be exited from the group.

Results from the research by Green and Motiki (2011) revealed that there were insufficient incentives for members to participate and this made members feel no sense of belonging. Stogdil (1972) states that it is imperative for group members to see themselves as part of a group. Past studies have shown that team performance depends on a range of factors and abilities within the group. Many models were developed in order to understand the relationship between those attributes and the performance of groups.

2.6 Performance

Business enterprise performance has historically been calculated by financial metrics, such as employee turnover or increased staff numbers. In particular, in the sense of small businesses and youth entrepreneurship (Reijonen & Komppula, (2007). This conventional way of looking at performance and results has been challenged.

While the term “performance” has become extremely popular in recent years as stated by Marvin Carlson (2014) in a wide variety of activities in the arts, literature, and social sciences. The choice of performance measure is a complex subject   Phi et al (2019), It’s important to note that, studies on performance employ various measures (Radipere &Dhliwayo, 2014; these measures can be summarized as financial and nonfinancial measures, while the non-financial indicator covers factors such as customer service, marketing performance, human capital, strategy achievement, creativity, employee satisfaction, financial practices, procedures, and corporate culture.

Enterprise performance can be subjectively and objectively measured; absolute performance is used to calculate objective values using quantitative data, while subjective values use qualitative data when perceptive performance views are asked for. Continuing the point, performance assessment uses multi-dimensional performance measures that include both financial and non-financial measures that calculate what has been accomplished and predict the future (Alhyari et al. 2013).

2.6.1 Dimensions of performance

Over the past few years the word “performance” has become extremely popular in a wide range of activities in arts, literature, and social sciences practices (Marvin, 2014).

The dimensions of performance considered for this research include the following:

1. Goal attainment

According to Van Vuuren (1997) entrepreneurial performance is the achieving of set entrepreneurial goals. The United States Department of Health and Human Services (2012), in a study of Enterprise Performance Life Cycle frame work, signifies that the HHS Implementation process ensures that programs and investments are implemented in conjunction with the project or investment management plans addressed. This process also measures performance to determine how well implementing solutions achieve the desired outcomes and results of the mission.

Timely completion of tasks

According to the task management guide, in order to achieve successful task completion management, you will need to pay for a certain strategy if an employee is expected to perform an assigned task within a specified working timeline.

1. Satisfaction

Often employees in cohesive groups are more satisfied and engaged than non-counterparts (Molis, 2018).

Chapter Three

Methodology

3.0 Introduction

This chapter presents detailed descriptions of the methodology that will be used in the study. It includes research design, description of the study area, target population, sampling techniques and sample size, instruments for data collection, validity and reliability of instruments, data analysis.

3.1 Study Design

This study will use a research design of a mixed method this technique will incorporate elements of the qualitative and quantitative paradigms in the Creswell (2003) research design at many methodological steps. This approach takes advantage of both the qualitative and the quantitative paradigms and reduces the weaknesses which are likely to result from a single methodological design. This technique lets this researcher use two different methods in a single study attempt to confirm, cross-validate or corroborate results (Creswell 2003). Interview and questionnaire approaches, and case studies are to be used to gather qualitative and quantitative data.

3.2 Scope

The study will be conducted in Kotido District located in the North eastern part of Uganda.

3.3 Population of the study

The population of the study is the target population from which the researcher intends to populate results that are based on a study by (Amin, 2005). This study will use 335 respondents from youth groups within Kotido District with a study population.  District community development officer (1), community development officer-youth (1), sub-county community development officers (2), restless development workers (1), youth group chairperson (30), and youth group members (300) will be among the respondents. The selection of the sample from the entire population are to be made using both purposive and random sampling techniques.

3.4 Sample size and selection

According to Amin (2005), given a whole population, a sample is a portion of the population whose results can be generalized to that population. The 2016/2018 enterprises owned by Kotido Performance of Youth owned enterprises will identify these sectors the district community development officer, community development officer-youth, sub-county community development officers, restless development staff, youth group chairman, and youth group members to achieve their goal of improving performance of youth owned enterprises.

The study will use Krejcie &Morgan’s table (1970) to determine the sample size, as shown here.

3.5 Sampling techniques

Sampling strategies provide a wide array of methods that regulate the amount of data that needs to be obtained by considering only a smaller group data rather than all potential cases (Saunders et al., 2012). In this analysis, purposeful and basic random sampling techniques will be employed as the sampling techniques. Amin (2005) defines purposeful sampling as a selection technique which samples a targeted population for study. Use of purposive sampling technique is important in situations where a researcher needs to quickly reach a targeted sample. Purposive sampling techniques will be used on the District Development Officer, Youth Community Development Officer, Sub-Community development officers, and the restless development staff.

According to Amin (2005), the simple random sampling technique is one in which a smaller group of subjects known as a sample are chosen for analysis from a large group known as a population. In this research the researcher will use simple random sampling techniques on the chairpersons of the youth group and the members of the youth groups. To give all respondents equal chances, simple random sampling will be used, and this will also prevent bias created by purposive sampling, giving any possible sample size the same chance of selection.

3.6 Data collection methods

The researcher is going to use both the primary and secondary methods of data collection. Secondary data will be collected from records from written articles, text books, blogs, surveys and minutes of the Kotido youth group.

Primary data will be obtained from the field of study using questionnaire survey form, which is achieved by using questions printed in a definite order. In addition, workshops will be scheduled for District Development Officer, Youth Community Development Officer, Sub-County Community Development Officers, and Restless Development Staff to provide a deeper insight into group dynamics and performance awareness of Youth-owned businesses. Engineered

3.6.1 Survey method

A survey approach offers, according to Umbach (2005), a means to assess the characteristics of the population, the self-reported and observable behavior, the awareness of the community’s services, attitudes or views and needs. The researcher will pick a population sample of respondents, and use a survey method to administer a questionnaire. This is considered an easy way to gather data from a large population. The survey approach would include collecting information from a selection of people through their response to questionnaires.

3.6.2 Interview method

In this study, the interview process is to be treated as an indispensable tool. It is to be used to complement the questionnaire results.  The interview method will be used by the respondents face-to-face with the interviewer to elicit more views, beliefs, and suggestions. Categories of respondents will be the Key informants (community development officer, Restless development staff).

3.6.3 Document review method:

Document analysis method involves deriving information from the sources called documents by analyzing written documents (Amin, 2005). The study will review several articles that will include documentations from written journals, text books, blogs, youth group reports and minutes from the Kotido youth groups.

3.7 Data Collection instruments

In the study, a semi-structured questionnaire survey, an interview guide, and a document check list will be used as tools of data collection.

3.7.1 Questionnaire Survey

A self-managed questionnaire will be established and used to carry out the survey. Following the research objective, the questionnaire method will be built based on the literature review. With the large number of respondents, it is most fitting to use the questionnaire because it will cut down on costs and time. It has been shown that this is usually an attempt to make the survey process more efficient and structured by using the questionnaire as an instrument for gathering information Musaazi (2006). The questionnaire will be favored when surveying a large sample like the members from the Kotido Youth group in this study.

3.7.2 Interview Guide

An interview guide will be self-structured and used to collect data from the community development office and Restless Development staff, based on the research variables and objectives. The contents from the interview guide will be open-ended to encourage the interviewer to explore the issues under investigation in greater depth. In this study, the interview guide will be used since, according to Trochim (1996), these instruments provide interviewing questions that allow flexibility in inquiring and obtaining detailed information from respondents. Therefore, they allow questions to be asked both closed and open-ended, thereby enabling the researcher to examine in greater depth other topics that may not have been explored in more detail using the questionnaire survey.

3.7.3 The documentary review checklist

A document review checklist will be used to collect more detailed data about the Group dynamics and performance of youth owned enterprises. The checklist will be used to provide in-depth qualitative details which the closed ended questionnaire may not be able to collect. This approach will be used because it allows the researcher to access data at her own convenient time, obtains data which is careful in that the informants have provided interest in obtaining them and allows the researcher to obtain data in the respondent’s language (Oso & Onen, 2008).

3.8 Validity and reliability

3.8.1 The validity of instruments

Validity is referred to by (Amin, 2004) as the extent to which a research instrument measures what it is intended to measure (Amin, 2004). To ensure validity of this study, the researcher must ensure that the questions found therein are in line with the research objectives. Experts will be given both the questionnaire and the interview guide to verify the items found within. To test each instrument, the researcher will use two experts.  For the questionnaire, the researcher will use the validation results of the two experts to assess the material validity index, and for validity. Amin (2004) recommends that a content validity index of 0.7 and above is considered satisfactory enough to obtain valid study findings.

3.8.2 The reliability of instruments

Reliability refers to the degree to which the instrument of study calculates what it wants to measure at all times (Amin, 2004). It is about the dependability of the study instrument. In this test, the investigator must pilot the instruments to determine whether they are accurate. The questionnaire will be pilot-tested on 20 respondents from whom final data will not be collected; and the questionnaire’s reliability index will be determined using the Cron-bach Alpha coefficient method.

3.9 Data collection procedure

Preliminary plans will be made and meetings will be obtained with each youth group organization taking into account their time available. The researcher will brief the respondents, and sampling respondents will follow in each youth group, asking the respondents to fill in the self-administered questionnaires after which the researcher will immediately collect. Interviews will be given to key informants, taking into account their time available.

3.10 Analysis of the data analysis

3.10.1 Analysis of quantitative data

The data collected from the questionnaires will be sorted, coded, entered and cleaned using a Social Science Statistical Package (SPSS, version 16), which includes changing the options of each item into codes in the instruments administered.  The data will be made ready for presentation using figures, graphs, and descriptive statistics tables. Regression analysis will be applied to assess hypothesis among variables. This will allow the researcher to determine if the independent variable (group dynamics) affects performance of enterprises (dependent variable)

3.10.2 Qualitative analysis

The information got from interviews will be analyzed using methods of content analysis. This will include coding, categorizing, and analyzing the data in its various categories and topics. The patterns arising from the interview transcriptions and readings will be used to back up the quantitative data.

3.11 Variables measurement

This included attaching of codes to change items of the questionnaire. A likert scale of 1-Strongly disagree, 2-disagree, 3-Not sure, 4-Agree, 5-Strongly agree will be applied, and the nominal scale will be used to measure variables like education, and duration of working with the groups.

3.12 Research ethics

The researcher must send respondents a copy of a letter requesting informed consent, after which she will take into account the ethical rules which are likely to restrict the effectiveness of data collection. These include the topics of informed consent, access and approval, confidentiality and privacy. Beauchamp and Childress (2001) refer to informed consent as the process for ensuring that study subjects recognize what is being done to them, the limits of their participation, and knowledge of any potential risks that they may incur. The researcher will also ensure that the privacy of the respondents will be respected and the information given will be maintained with utmost confidentiality and will be used for purposes of this study only.

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Appendix 1.

QUESTIONNAIRE

Dear Respondent,

This questionnaire is intended to elicit information on Youth group dynamics and performance of youth groups in Kotido District. This will help the researcher in her academic work. The information given shall be treated confidential, so be free and relaxed in giving your view. No names shall be recorded. Your are required to tick from the alternatives below. The alternatives are given and tick the most correct alternative for each question.

1. What is your sex?

1. What is your age?

Background information

1. When was your group registered with the District Community Development office?

Year …………………………….Month…………..…………………..

1. Type of youth group according to purpose. Agriculture

1. What are the major sources of funds to run your group’s activities.

3. Cohesiveness
4. I engage in setting up goals and agree on them with the rest of group

1. I often interact with members of my group weekly ?

1. I abide by the group norms/rules

1. I feel being part of the group

4. Communication
5. I often communicate with other group members regularly (meaning every week)?

1. Members of our group communicate freely

1. I communicate with my group members face to face

1. I communicate with my group members through other team members (e.g sending messages to someone through others.

1. I communicate with group members through the use of a mobile phone

5. Membership
6. Membership to my group is restricted (tick as appropriate)

1. I understand requirements for entry to my group

1. Exit in my group is restricted

1. I understand requirements for exit from the group

1. I understand the rules of my group

1. Group members abide by the rules of the group

1. Performance
2. I feel that my group set goals are achieved each year.

1. My groups budgets and expenditures information are shared with group member’s weekly

1. I feel that my group planned tasks are always completed in a timely manner

1. I am satisfied with my group e.g work, achievements.

Thank you for your time

Appendix 2

Interview guide

1. What youth work is done through and by your office/organization?
2. What are the focus areas that you do engage with the youth?
3. How many youth groups have you managed their funds well?

Communication:

4. In your opinion, how does communication contribute to performance of youth groups.

……………………………………………………………………………………..

……………………………………………………………………………………………

………………………………………………………………………………………

5. When doing formal communication with the youth groups do you mostly do written letters, emails, short text messages or voice calls?

…………………………………………………………………………………………………

……………………………………………………………………………………………

………………………………………………………………………………………

Cohesiveness

6. Other than the group leaders how are youth mobilized in line with their group’s vision and mission in order to realize their objectives?.

……………………………………………………………………………………………

………………………………………………………………………………………

7. In your opinion, do all members understand the goal of their group enterprise

………………………………………………………………………….

Membership

8. According to your perspective to what extent does group entry requirements contribute to performance of group activities.? Briefly explain your answer

……………………………..………………………………………………………………………………………………………………………………………………………

………………………………………………………………………………………

9. According to your perspective to what extent do existing group rules affect performance of group activities.? Briefly explain your answer

……………………………………………………………………………………………………………………………………………………………………………………

………………………………………………………………………………………

10. According to your perspective to what extent does group exit requirements affect performance of group activities.? Briefly explain your answer

……………………………………………………………………………………………………………………………………………………………………………………

………………………………………………………………………………………

Performance

11. How often do youth groups tender their reports to your office?……………………..

……………………………………………………………………………………………

………………………………………………………………………………………

……………………………………………………………………………………….

12. Would you say there was a low, average or high completion of projects and tasks and why so?………………………………………………………………………………….

……………………………………………………………………………………………

………………………………………………………………………………………

…………………………………………………………………………………………………..

13. In your opinion, are members of each group satisfied with what they do and why?

………………………………………………………………………………………………..

………………………………………………………………………………………

…………………………………………………………………………………………………………………

Appendix 3

Table for determining sample size.

Krejice and Morgan table (1970) was used for sample size determination

Amuge Salome

C/o Uganda Management Institute

Telephone: 0782566466

Email: amssally@gmail.com

To the Country Representative

Restless Development – Uganda

Dear Sir/Madam,

RE: Permission to conduct research.

I am currently a student at Uganda Management Institute pursuing a master’s degree in Management, in order to attain this masters, I am expected to undertake a research.

I have selected a topic on group dynamics and performance of youth owned enterprises, in order to understand performance of youth groups in Kotido or Napak Districts. I would like to investigate dynamics in Groups supported by Restless Development along with other Government YLP government groups.

This letter serves to request for permission to engage with these groups, your staff and use Information of the Organization relating to the research. Information got will be used for academic purposes but will also be shared with community based services and Restless Development.

Your permission will be of great value to this body of knowledge.

Thank you

Yours faithfully

Amuge Salome

Student: Uganda Management Institute.

Amuge Salome

C/o Uganda Management Institute

Telephone: 0782566466

Email: amssally@gmail.com

To the Chief Administrative Officer

Through the office of Gender Labour and Social Development

Kotido District Local Government

Dear Sir/Madam,

RE: Permission to conduct research.

I am currently a student at Uganda Management Institute pursuing a master’s degree in Management, in order to attain this masters, I am expected to undertake a research.

I have selected a topic on group dynamics and performance of youth owned enterprises, in order to understand performance of youth groups in Kotido or Napak Districts. I would like to investigate dynamics in Groups supported by Restless Development along with other Government YLP government groups.

This letter serves to request for permission to engage with these groups, your staff and use Information of the Organization relating to the research. Information got will be used for academic purposes but will also be shared with community based services and Restless Development.

Your permission will be of great value to this body of knowledge.

Thank you

Yours faithfully

Amuge Salome

Student: Uganda Management Institute.