A detailed literature review provided consistent justification for the effect of entrepreneurial self-efficacy (ESE) on entrepreneurial intention. Recently, the literature yielded similar relationship on the link between ESE to firm performance. Although there are a significant number of studies on this effect that was mostly conducted in the private sector, they mainly focused on the composite ESE construct. The present study replicated and validated these findings with data from the public sector, specifically, higher education institutions (HEIs). Moreover, the study focused on the individual effect of all dimensions of ESE identified by Chen, Greene, and Crick (1998). Using PLS-SEM and non-probability sampling, the data were collected from 180 academic leaders from selected HEIs in Kano, Nigeria. The findings indicated that three dimensions of ESE (financial control ESE, innovation ESE, and risk taking ESE) were found to be significantly related to HEI performance, while two (management ESE and marketing ESE) were insignificantly related to HEI performance. The practical implication and suggestion for future study are also discussed. Keywords: Entrepreneurial self-efficacy, HEIs, Performance

Small manufacturing plants usually experience challenges of inefficiency and low production yields. These problems have previously been addressed using methods to redesign plant layouts and reduce distance between workstations. Furthermore, assessment techniques like the machine-distance matrix method have then been required to evaluate layout performance. However, these assessments that rely only on distance evaluation are severely limited. In this paper, a new model called Production-time evaluation is presented for evaluating production layout efficiency. It involves computing the estimated time for production at workstations, time for movement between workstations and number of units of a product manufactured. It is then applied on a case study in small furniture plant. The existing layout of the plant was extracted and the production processes for its three products were outlined. A new layout was designed and both layouts were compared using the Production-time methodology, revealing improvements in reduced production time and increased daily production capacity by up to 37% for a product.

The traditional groundnut oil processing is a popular commercial value addition activity, especially amongst women in Northern Nigeria. The process comprises of seven sub-processes, which include roasting, de-skinning, winnowing, milling, kneading, frying and forming of groundnut cake. Past studies have shown that the kneading sub-process was more strenuous and time consuming. To address these limitations, relevant data from ergonomics studies of the traditional kneading process were incorporated into engineering design procedure to develop a mechanical oil kneader that has similar motion with the traditional, but incorporates components that confer mechanical advantages. Comparative evaluation of the kneading process using same quantity of groundnut (i.e. 6.5kg) revealed that average percent oil extracted was 34.7% with the mechanical kneader, whilst it was 26.4% by the traditional process; and extraction efficiency for the kneader was 71.3% and 52.8% for the traditional. Time wise, the mechanical kneader required only 32% of the time used for kneading same weight with the traditional. In effect, the mechanical kneader enhances the volume of oil extraction and reduces the processing duration by 68%.

Background: The need to understand the causes of CO2 emissions has prompted the formulation of strategies to prevent global warming. Therefore, the purpose of the study was to determine the input variable that is the most influential in contributing to CO2 emissions and at the same time to forecast the effect of a shock in macroeconomic variables on CO2 emissions for 6 leading African countries over the period of 1970 to 2019. Methods: In this study, the statistical methods of impulse response function and variance decomposition techniques of analysis were used. Results: A one-standard-deviation rise in economic growth leads to an increase in CO2 emissions. A shifts in the square of economic growth increased CO2 emissions, the shock was smaller than that of economic growth. This confirms the theory of environmental Kuznets curve (EKC) in Africa. A shocks to FDI had a positive influence on CO2 emissions. A one standard deviation shock in financial development had an instantaneous positive impact on CO2 emissions. FDI had a greater effect than other factors in explaining CO2 emissions over the short and medium term. In the long run, economic growth contributes the most to CO2 emissions among the explanatory variables. Conclusion: The findings of the study can be used as a reference for international organizations and environmental policymakers in forecasting climate change and assisting in policy decision-making. Africa must boost economic growth through industrial, agricultural, and energy usage patterns and integrate innovation, research, and technology advances into their developmental agenda to fulfil sustainable development goals while lowering CO2 emissions and their consequences.

This study assesses the mediating effect of co-worker support on the relationship between training effectiveness and employee performance. One hundred and thirty-three pieces of literature were reviewed related to the variables in the topic authored with consistent findings. While this study selected different factors that led to training effectiveness pioneered by previous authors in the same field, the selected determinants of training effectiveness revealed a strong and positive relationship to the co-worker support- the mediator variable and the employee performance- the outcome variable. Hence the conclusion that training effectiveness has significant relationship with co-worker support and employee performance. Based on the findings, therefore, the study recommended that, the management should provide quality training facilities, ensure effective transfer of training, encourage training motivation of employees and make efforts to reduce factors that lead to emotional problems at the workplace.