Workplace deviant behaviors, talent management and entrepreneurial opportunity exploitation in Small and medium enterprises in Kampala city

Abstract

The study examined the relationship between workplace deviant behaviors, talent management and entrepreneurial opportunity exploitation in SMEs in Kampala city. The objectives of the study were to; examining the relationship between workplace deviant behaviors and entrepreneurial opportunity exploitation, the relationship between talent management and entrepreneurial opportunity exploitation in SMEs, the relationship between workplace deviant behaviors and talent management in SMEs and assessing the mediating role of talent management in the relationship between workplace deviant behaviors and entrepreneurial opportunity exploitation. A cross-sectional design was used by utilizing both qualitative and quantitative approaches. The study population was 78,438 SMEs with focus on the five divisions of Kampala city in the sectors of manufacturing, trade and services. The study targeted 383 respondents and all the 383 responses were achieved. The sample size was determined based on Krejcie and Morgan (1970). The study findings revealed that there was a positive and significant relationship between workplace deviant behaviors and entrepreneurial opportunity exploitation at (r = .396, p < 0.01). The results also revealed a positive and significant relationship between talent management and entrepreneurial opportunity exploitation in SMEs at (r=0.427, P<0.01). Moreover, the findings revealed a positive and significant relationship between workplace deviant behaviors and talent Management in SMEs in Kampala city (r=0.435, P<0.01). The Beta value show that talent management is the major predictor of entrepreneurial opportunity exploitation (Beta = 0.331, P = 0.000 <0.05). The study recommends that SME owners should prioritize the development of talent management by fostering training, engagement, succession planning and performance management which not only enhance entrepreneurial Opportunity exploitation but also guide and improve workplace deviant behaviors. Additionally, Longitudinal studies are recommended to track changes in entrepreneurial behaviors over time and assess the long-term effects of workplace behaviors on SME performance based on Resource Based View Theory and Social Cognitive Theory. The study concludes that learning opportunities for skill development are provided and employee training is prioritized through programs aligned with career goals and aspirations, offering opportunities for career growth. As a result, different opinions are valued as they present chances to explore innovative ideas, with feasibility studies conducted to assess available business opportunities. Therefore, businesses with training, engagement, succession planning and performance management exhibit entrepreneurial opportunity exploitation.