The topic of management training and development (MTD) in small businesses is relatively under‐researched, and an increased understanding of the factors influencing the purchase of MTD by small businesses is needed. Therefore, a survey of 551 small businesses in the Midlands region of the UK sought to: identify influences on MTD investment and preferred MTD activities; and establish whether small businesses perceive a link between investment in MTD and business success. Interviews were also conducted with 12 organisations. Results show that the organisational characteristics of ownership, size, number of managers and family management have a significant influence on MTD investment. Of the sample organisations, 85 per cent considered investment in MTD to be linked to business success and 80 per cent of organisations engaged in some form of MTD. However, promoters of MTD to small businesses need to recognise that organisations in this sector are not homogeneous and desire customised training.

This paper considers the impact of the Investors in People (IIP) Standard upon smallto medium-sized enterprises (SMEs) in the Midlands. The paper describes IIP, then considers the significance of SMEs and the impact of training and development in that sector. The paper then presents an analytical framework, firmly rooted in a literature review, that provides the basis for an examination of the reasons why SMEs might commit (or fail to commit) to IIP, the difficulties encountered and the benefits received. Our empirical findings are discussed in the context of this framework. These findings are based on questionnaire responses from almost 600 SMEs, and interviews with promoters of IIP. Some key responses are broken down according to size-band and/or growth-orientation. In addition, follow-up interviews were conducted with selected firms, ranging from IIP enthusiasts to rejecters. This study therefore combines quantitative data with qualitative input. The attitudes and experiences of the respondents offer fresh insight into the appropriateness of IIP as an organisational development tool for the SME sector. The SME support network in England and Wales is undergoing a critical transition. The role of the Training and Enterprise Councils in promoting IIP to SMEs also comes under scrutiny, and our study has lessons for the promotion of IIP by the new learning and skills councils.

This paper examines the state of play regarding management development in SMEs. Additionally, it discusses government initiatives which seek to develop SME competitiveness through encouraging increased take‐up of management development. Helping SMEs to develop and grow is important to the national economy and a number of government initiatives are now in place to meet this need. Developing people in line with business objectives is a priority which the government is promoting through the Investors in People process and the acquisition of National Vocational Qualifications. However, the style of SMEs is focused upon short‐term activist priorities of obtaining business while the longer term strategic view, of which people development is a significant part, tends to be an overlooked area. The paper reviews the current literature regarding the contribution of SMEs to the UK economy and the relationship of management training to SME performance. The authors identify a need for research investigating the level of awareness amongst SMEs of the opportunities available to them for developing their staff, their attitudes toward the range of initiatives and options, and the degree of take‐up. A greater understanding of the adequacy and appropriateness of government approaches to SME development would allow agencies which can support SMEs, such as Training and Enterprise Councils, Regional Development Agencies and providers of training and development, to target their assistance more effectively.

It has been recognised that management training and development in SMEs is a relatively poorly researched area and that the influencing factors for SMEs are not well understood. This paper outlines a regional study of the interest in competence based management development amongst SMEs. This is compared with a study of the providers’ approach to management development provision for the SME market. It is apparent, from the study, that the value of Management NVQs remains unclear both to the provider and the SME recipient. Unless a means can be found to demonstrate value and benefits to both sides it is unlikely that take‐up will improve significantly within the SME community or that quality providers will continue to deliver to the sector. The paper highlights the major issues to be addressed for, and with, both parties if progress is to be made.

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