Environment structure and performance in Swaziland's smallholder cane grower organisations

• Main Author: Pali-Shikhulu, John
• Format: Others
• Language: en
• Published: 2012
• Subjects: Swaziland; Smallholder cane grower; Mechanistic organisation; Performance; Resources
• Online Access: http://hdl.handle.net/10539/11964

The purpose of this study was to assess the operations of smallholder sugar cane grower organisations based in the Komati River Basin of Swaziland. These organisations were formed at the beginning of this millennium. Some ten years later some have performed very well while others are struggling, and yet others are on the verge of collapse. The situation for some of these became so bad that their sustainability in the business was challenged. This did not augur well for the Government of Swaziland that established the project to address the issues of food security and poverty alleviation. This study was conducted as a case study with five organisations forming the cases. Data were collected from three levels within each organisation using primary and secondary data sources. Findings revealed that organisations were alike in many aspects including history, governance, strategic and human resource management. This was not surprising because for all of them capacity building is provided by Swaziland Water and Agriculture Development Enterprise (SWADE), Swaziland Sugar Association (SSA), and Mhlume Sugar Mill. Organisational structures were bureaucratic with limited participation in decision-making by employees and strict adherence to procedures and specialisation. This led to the conclusion that a mechanistic organisation management system was in place. Environmental resources were favourable according to chairpersons and their views were that they have the self-confidence and commitment for entrepreneurial development. The study concluded that a new series of studies need to be undertaken to explore the many unique research areas that are unearthed. Studies could narrow the focus but as far as possible consider the whole population of organisations in the K1DDP (19). Organisations also need to consider improving management and networking to reduce transaction costs.