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Table 4.18: Impact of management accounting practices and planning and control techniques

Table 4 18: Impact of management accounting practices and planning and control techniques

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As seen in Figure 4.1, the majority of respondents (60 out of 102, or 58.8%) are men. O the total responders, only 42 (or 41.2%) are female. Male respondents made up 68.50% of the sample overall, while female respondents made up 31.50% of the SMEs in the Cape Metropole that were the subject of the study (Tabot, 2019).. Therefore, it is reasonable tc assume that men make up the majority of SMEs' owners and managers. However, the current study's slightly greater percentage of female participants than the researct previously cited may suggest that more women are founding their own SMEs.
As seen in Figure 4.1, the majority of respondents (60 out of 102, or 58.8%) are men. O the total responders, only 42 (or 41.2%) are female. Male respondents made up 68.50% of the sample overall, while female respondents made up 31.50% of the SMEs in the Cape Metropole that were the subject of the study (Tabot, 2019).. Therefore, it is reasonable tc assume that men make up the majority of SMEs' owners and managers. However, the current study's slightly greater percentage of female participants than the researct previously cited may suggest that more women are founding their own SMEs.
position, and the associated percentage are displayed in Table 4.2 below.
position, and the associated percentage are displayed in Table 4.2 below.
4.2.4 Industry of the respondents’ business Table 4.2 demonstrates that owners and/or managers make up the majority of respondents in the SMEs that made up the sample (53 out of 102 60 respondents, or 52.0%). However, managers made up 30.4% (or 31 out of 102) of the total respondents. The percentage of respondents who were business owners was just 17.6%. This may suggest that, in the case of these SMEs, it is more possible that the owner would also serve as the management because the company might not be lucrative or large enough to justify hiring a manager. When entrepreneurs launch their own companies, they may need to take a hands-on approach to make sure the venture is successful. managers made up 30.4% (or 31 out of 102) of the total respondents. The percentage of
4.2.4 Industry of the respondents’ business Table 4.2 demonstrates that owners and/or managers make up the majority of respondents in the SMEs that made up the sample (53 out of 102 60 respondents, or 52.0%). However, managers made up 30.4% (or 31 out of 102) of the total respondents. The percentage of respondents who were business owners was just 17.6%. This may suggest that, in the case of these SMEs, it is more possible that the owner would also serve as the management because the company might not be lucrative or large enough to justify hiring a manager. When entrepreneurs launch their own companies, they may need to take a hands-on approach to make sure the venture is successful. managers made up 30.4% (or 31 out of 102) of the total respondents. The percentage of
Figure 4.2: The number of years the business has been in operation 4.2.5 Number of years the business has been in existence usinesses. Given the small number of businesses that have been in existence for longer
Figure 4.2: The number of years the business has been in operation 4.2.5 Number of years the business has been in existence usinesses. Given the small number of businesses that have been in existence for longer
Figure 4.3: Number of Permanent Employees Figure 4.3 shows that of the SMEs surveyed, 83.4% or fewer had fewer than 50 permanen employees, while 14.7% or fewer had between 51 and 100 permanent employees. Twc respondents, or 2.0%, employed between 150 and 200 and more than 200 permanen employees, respectively, while one respondent, or 1.0%, employed 100-150 permanen employees. The National Small Business Act of 1996 classifies most businesses as small. sized enterprises. This is in accordance with the previously reported results 64. The number of permanent employees in each of the SMEs is shown in Figure 4.3.
Figure 4.3: Number of Permanent Employees Figure 4.3 shows that of the SMEs surveyed, 83.4% or fewer had fewer than 50 permanen employees, while 14.7% or fewer had between 51 and 100 permanent employees. Twc respondents, or 2.0%, employed between 150 and 200 and more than 200 permanen employees, respectively, while one respondent, or 1.0%, employed 100-150 permanen employees. The National Small Business Act of 1996 classifies most businesses as small. sized enterprises. This is in accordance with the previously reported results 64. The number of permanent employees in each of the SMEs is shown in Figure 4.3.
Note: A Likert scale of 1 = never, 2 = rarely, 3 = occasionally, 4 = frequently and 5 = always was used. Table 4.6: The extent of use of the costing systems 4.3.1 The use and extent of use of the costing systems
Note: A Likert scale of 1 = never, 2 = rarely, 3 = occasionally, 4 = frequently and 5 = always was used. Table 4.6: The extent of use of the costing systems 4.3.1 The use and extent of use of the costing systems
Table 4.8: The extent of use of decision support and investment appraisal techniques Decision support and investment assessment procedures are never or very seldom usec and standard deviation are also shown. Table 4.8 presents these observations.
Table 4.8: The extent of use of decision support and investment appraisal techniques Decision support and investment assessment procedures are never or very seldom usec and standard deviation are also shown. Table 4.8 presents these observations.
Table 4.10: The elements that determine the usage of management accounting. Regarding the business's nature, Table 4.10 above's results show that 71.0% of respondents agreed and strongly agreed that SMEs' usage of management accounting procedures is influenced by their business's nature (43.0% plus 28.0%). Twenty percent (20%, or 13.0% plus 7.0%) of SMEs strongly disagreed with the statement that their usage of management accounting techniques was impacted by the type of their business. These of management accounting techniques was impacted by the type of their business. These
Table 4.10: The elements that determine the usage of management accounting. Regarding the business's nature, Table 4.10 above's results show that 71.0% of respondents agreed and strongly agreed that SMEs' usage of management accounting procedures is influenced by their business's nature (43.0% plus 28.0%). Twenty percent (20%, or 13.0% plus 7.0%) of SMEs strongly disagreed with the statement that their usage of management accounting techniques was impacted by the type of their business. These of management accounting techniques was impacted by the type of their business. These
Table 4.11: Binomial test findings for the factors affecting SMEs in Zimbabwe from usinc management accounting practices 3ased on the p-values < 0.05, Table 4.11 above shows that there is a significant difference
Table 4.11: Binomial test findings for the factors affecting SMEs in Zimbabwe from usinc management accounting practices 3ased on the p-values < 0.05, Table 4.11 above shows that there is a significant difference
Note: * = p-value (Asymptotic significance (2-sided)) is < 0.05. ** Rank is based on the mean scores Table 4.12: Challenges facing SMEs in Zimbabwe and "agree" with the claims represent the analysis's middle ground.
Note: * = p-value (Asymptotic significance (2-sided)) is < 0.05. ** Rank is based on the mean scores Table 4.12: Challenges facing SMEs in Zimbabwe and "agree" with the claims represent the analysis's middle ground.
4.4.3 Summary of factors that affect the use of management accounting practices Human resource challenges came in second place (m = 3.46), which is consistent with the findings of (Agwu & Emeti, 2019) and (Marembo, 2019) , that human resources are one of the key difficulties hampering SMEs. In Zimbabwe, technological issues were ranked third (m = 3.36) among the difficulties faced by SMEs; these results corroborate those of (Ahmad, 2020) and (Padachi, 2019), Everyone, taken separately, stated that technology doesn't seem to be a big deal for SMEs these days. Shipulwa’s (2016) conclusions diverge. as he discovered that the biggest problems facing Namibian SMEs are capital and
4.4.3 Summary of factors that affect the use of management accounting practices Human resource challenges came in second place (m = 3.46), which is consistent with the findings of (Agwu & Emeti, 2019) and (Marembo, 2019) , that human resources are one of the key difficulties hampering SMEs. In Zimbabwe, technological issues were ranked third (m = 3.36) among the difficulties faced by SMEs; these results corroborate those of (Ahmad, 2020) and (Padachi, 2019), Everyone, taken separately, stated that technology doesn't seem to be a big deal for SMEs these days. Shipulwa’s (2016) conclusions diverge. as he discovered that the biggest problems facing Namibian SMEs are capital and
Table 4.19: Measures of success of SMEs in Zimbabwe
Table 4.19: Measures of success of SMEs in Zimbabwe
Table 4.21: The recommendations by SME owners and managers In this section, results from the fifth study goal—which asked participants to suggest ways 4.8 RECOMMENDATIONS BY OWNERS AND MANAGERS OF SMES ON ADOPTING THE USE OF MANAGEMENT ACCOUNTING PRACTICES
Table 4.21: The recommendations by SME owners and managers In this section, results from the fifth study goal—which asked participants to suggest ways 4.8 RECOMMENDATIONS BY OWNERS AND MANAGERS OF SMES ON ADOPTING THE USE OF MANAGEMENT ACCOUNTING PRACTICES
FAUCULET UF CUNNMENRVCE DEPARTMENT OF ACCOUNTING AND INFORMATION SYSTEMS QUESTIONNAIRE FOR RESPONDENTS ANNEXURE 1: LETTER OF AUTHORITY TO CARRY OUT RESEARCH Zimbabwe”. This information is important for shareholders, management, and accounting
FAUCULET UF CUNNMENRVCE DEPARTMENT OF ACCOUNTING AND INFORMATION SYSTEMS QUESTIONNAIRE FOR RESPONDENTS ANNEXURE 1: LETTER OF AUTHORITY TO CARRY OUT RESEARCH Zimbabwe”. This information is important for shareholders, management, and accounting
Listed below are some decision support and investment appraisal techniques which are used by ousinesses.
Listed below are some decision support and investment appraisal techniques which are used by ousinesses.
Please indicate your use where 1 (never) to 5 (always) of the following management accounting practices k placing one tick against each decision support and investment appraisal technique.
Please indicate your use where 1 (never) to 5 (always) of the following management accounting practices k placing one tick against each decision support and investment appraisal technique.
accounting practices by placing one tick against each for planning and control technique.
accounting practices by placing one tick against each for planning and control technique.
recommendation where 1= (strongly disagree) to 5= (strongly agree).
recommendation where 1= (strongly disagree) to 5= (strongly agree).
Related topics:
Strategic Management AccountingManagement Accounting Practices
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