The Relationship between SME’s Organizational Culture and Training and Development as a Human Resource Management Practice

The organizational culture types and training and development as a HRM practice in organizations are relatively new in the Kosovo environment. Most employees were not familiar with the concepts of organizational culture due to the lack of data on the relationship between organizational culture and training and development in Kosovo SMEs. This research is an attempt to explore the relationship between organizational culture and training and development as HRM practice in Kosovo SMEs. There has been lot of interest to know this relationship, due to the lack of such information for Kosovo SMEs. Kosovo as a developing country, with a mix of challenges and opportunities needs a creativity and flexibility for the development of organizational culture and training and development of SMEs in highly competitive of global market economy. The research design was quantitative correlational study. There were about 210 SME managers selected by using stratified sampling for data collection. The obtained data were recorded and analyzed by Statistical Package for Social Sciences (SPSS), version 25.0 (IBM Corp, Released, 2017). The results showed that from four of organizational types, the preferred organizational culture Clan culture A had higher representation averages, followed by other organizational culture types: Adhocracy, Hierarchy and Market. The results show that high p-values of Organizational Culture types and Training and development as HRM practice confirm the null sub-hypothesis H1o according to which there is no correlation between OC and training and development as HRM practice, whereas, the sub-hypothesis H1a is rejected. While, to test whether the training and development can statistically predict the organizational culture of SMEs, standard linear regression was developed. The results show that high p-values of training and development confirm the null hypothesis H20 according to which Training and development is not predictor of the organizational culture of SMEs, whereas, the sub-hypothesis H2a is rejected. Following the strong benefit of exploring the relationship between organizational culture and training and development of this research, it would be necessary for future studies that explore this field, to select the method of qualitative research in order to understand the cause and effect of the relationships between these variables among SMEs. The findings of this research will be of value to SMEs of developing countries, as through this study efforts have been made to encourage investments in organizational culture and training development at SMEs.