Three hundred and fifty-six entrepreneurs from Kenya and Ghana were surveyed to determine their motivation for business ownership, variables contributing to their business success, and the problems they encountered. Kenyan and Ghanaian entrepreneurs indicated that increasing their income and creating jobs for themselves were leading factors motivating them to become business owners. Hard work and good customer service were cited by both Kenyan and Ghanaian business owners as critical for their success. But, compared to the Kenyan entrepreneurs, Ghanaians weighed support from family and friends and external relationship building as more important. A weak economy is the most important problem preventing entrepreneurs of both countries from achieving their goals. Ghanaian entrepreneurs were more concerned about the inability to obtain capital, while Kenyan entrepreneurs were more concerned about government regulations and problems related to business location.
Eighty-five arts and culture nonprofits were surveyed to determine the extent to which their financial and managerial practices conform to Sarbanes-Oxley and the New Form 990. Approximately half of the sample had audit committees that included unpaid financial experts. Almost all of the nonprofits engaged external accountants or CPA firms to conduct annual audits, but only 40% required their ED or CFO to sign the financial statements. Approximately half of the nonprofits had conflict of interest forms, written ethics policies, and whistle-blower policies. According to the results, the most important reason for voluntarily complying with Sarbanes-Oxley (SOX) was because it promotes sound financial management and “contributes to an internal culture of transparency.” Compliance was less motivated by donor retention, board directives, or fear of governmental regulation. This survey found that the size of a nonprofit’s annual operating budget and its age are directly related to its level of compliance with SOX.
This study examines the methods by which staff are recruited by hospitals A brief review of the literature on recruitment source effectiveness is presented. Data on 375 employees from 3 hospitals are used to examine the relationships between recruitment sources, turnover, and performance. The results reveal that employee referrals are one of the more effective recruitment sources for hospital staff.
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