Dr. Tarnima Warda Andalib; Dr. Hasliza Abdul Halim
Abstract: Researchers aim to design and develop the entrepreneurial career enhancement model for the Small and Medium (SMEs) of Bangladesh. Eventually, this model becomes a part of the Human resource management (HRM) platform of the enterprise. Employees usually stay proactive and motivated when their individual careers are taken care of by organizations. In this study, an entrepreneurial approach has been acquired regarding the existing career situation in the SMEs of Bangladesh. Entrepreneurial approach can drive the flexibility and leniency of top management and individual employees’ innovative attitude that will in a way create a better work environment. Qualitative approach with philosophical notions and paradigms named ontology and methodology has been applied in this study with Miles, Huberman and Saldana’s techniques, Eisenhardt and Yin’s viewpoints, Creswell and Stakes’ measures. ‘Focused group discussion’ and ‘Multiple case studies’ methods have been used in this study besides Qualitative Content Analysis.Three core themes for entrepreneurial career enhancement have been identified that assisted to develop the career enhancement model. Soft systems techniques have been applied to connect the components with each other. Since, SMEs mostly have a lot of challenges to face, the entrepreneurs and the employees initially forbade to give any sort of interview or even to do any survey. However, the researchers had to gain trust and confidence and had to provide confidentiality declaration to receive inputs from the participans. The model has integrated employees’ rights and welfare with every component. This gives a sense of assurance and significance to the employees to let them stay motivated and innovative at the workplace. Especially in the SMEs this entrepreneurial career enhancement’ model keeps the entrepreneurs and the employees enthusiastic and motivated so that they can face challenges of the SMEs and can resolve those appropriately.
[ FULL TEXT PDF 1-7 ] DOI: 10.30566/ijo-bs/2019.102