Purpose Training is an important component of successful business concerns. However, although there is growing acceptance amongst scholars that small- and medium-sized enterprises (SMEs) are engines that drive economies across nations, through their contribution in terms of job creation and poverty reduction; extant research portray that these organisations often lack the resources required to undertake training. Mauritius, as a small island developing state, is not an exception. Similar to other economies, the Mauritian business landscape is characterised by a larger number of SMEs, representing 97 per cent of the business stock and accounting for nearly 47 per cent of the national workforce. To ensure a smooth transition along the business life cycle and fulfil their objectives, it becomes important to gauge into the training practices of these SMEs. This paper therefore aims to investigate into the barriers which SMEs face in the provision of training to their employees in the Republic of Mauritius. Design/methodology/approach Through a survey questionnaire, the study attempted, inter alia, to mainly identify the importance and perception that owner managers of SMEs attach to the concept of training and, consequently, identifies the various barriers faced by the SMEs to impart training. Findings Data obtained were analysed using SPSS 20.0 through descriptive statistics and inferential statistics. The analysis of the findings showed that training practices among SMEs in Mauritius rhymes with extant general literature. Originality/value Research pertaining to SMEs is still in a state of infancy in the Republic of Mauritius, without mentioning that it is practically non-existent as far as the training function is concerned. This paper thus attempts to provide both policymakers and researchers’ scientific data regarding the barriers which SMEs face when indulging in training.

Purpose The purpose of this study is to provide insights about the usefulness of management education for the public sector in the Republic of Mauritius, which embarked on reforms initiatives around two decades ago. In this context, public officers were encouraged to follow specialised management courses. However, as at date, there is considerable evidence to say that the Mauritian public sector has not been successful in adopting new public sector management (NPM) doctrines. This study investigates into the effectiveness of the public sector management courses offered to the public servants in Mauritius to cope with NPM. It tries to identify the barriers that they face to implement what they have learnt, back at the workplace. Design/methodology/approach The study makes use of the qualitative method using thematic analysis to analyse data, which was gathered through an unstructured interview carried among principal assistant secretaries and assistant secretaries of the Mauritian public sector. Findings The study showed that while NPM is still making its way in the Mauritian public sector, officers perceived that management education has helped them in gaining the required scientific skills and competencies to cope with their day-to-day work. But applying them to the workplace has not been easy. The major factors put forward by these officers have been mainly the ingrained public sector culture and existing leadership. Originality/value While extant researches focus on the success or failure of the implementation of NPM in various governments around the world, this study investigates how far management education has helped public sector officers adopt NPM doctrines in the Mauritian government. In doing so, it has also identified the barriers to the implementation of NPM in the Mauritian public sector.

Purpose The purpose of this study is to investigate into the perception of new public sector management (NPM) and service delivery among senior officers of the Mauritian public sector in the context of reforms. Although improved service delivery is one of the salient outcomes of successful reforms of NPM, many governments in the world have not been able to fulfil this promise. While few extant research probe into the factors affecting service delivery, mostly from the customer’s perspective, this study probes into how senior public officers themselves perceive service delivery as part of their duty in government. Design/methodology/approach The qualitative stance was adopted for this study. Interviews were conducted with 23 senior public officers having on average 20 years of service in the Mauritian public sector. Data obtained was transcribed and coded under themes, sub-themes and emergent themes. These were then analysed in the light of the literature review conducted. Findings The findings of this study revealed that NPM was being practiced and service delivery was an imbedded factor among senior public sector officers of the Mauritian public sector. Among other factors, officers interviewed were of the opinion that serving the public was a legitimate part of their job, view that they had agreed to serve the government of Mauritius. Such a finding proves to be very encouraging for the Mauritian Government, still struggling to achieve reforms or NPM doctrines. Research limitations/implications This study contributes to the scant literature on NPM and service delivery in small island developing states. It explores the perception of experienced senior officers about the practice of NPM and the state of service delivery. Practical implications This study elucidates how senior public servants themselves perceive service delivery and can, thus, serve as an example of public sector best practices in small island developing states. Originality/value While most studies with respect to public sector reforms concentrate on developed countries, this study takes place in the small island state of Mauritius. More so, the perception of public servants themselves have been explored in the context of service delivery improvement and reforms, contrary to other studies which concentrate of the customers’ perceptions.