EVALUATION THE PERFORMANCE OF ENTREPRENEURSHIP DEVELOPMENT PROGRAM
- 1. EVALUATION THE PERFORMANCE OF ENTREPRENEURSHIP DEVELOPMENT PROGRAM SUBMITTED BY – NAVNEET YADAV MBA DUAL II SEM SUBMITTED TO – DR. JYOTSHANA PAREEK
- 3. WHAT IS EDP? • EDP is a programme meant to develop entrepreneurial abilities among the people. In other words, it refers to inculcation, development, and polishing of entrepreneurial skills into a person needed to establish and successfully run his / her enterprise.
- 4. NEED OF EDP • 1. Creation of employment opportunity • 2 Capital formation • 3. Capital regional development • 4. Use of local resources • 5. Improvement in the standard of living
- 5. EVALUATION OF EDP • Evaluation of entrepreneurship development programs assesses the efficacy, degree of success, and the contribution of entrepreneurship development programs in India. It delineates the factors contributing to the success or failure of such programs, and evaluates the role of support agencies with reference to the promotion of first generation entrepreneurs through EDPs. • It was observed that one of every four trainees (26percent) actually started his/her enterprise after undergoing entrepreneurial training. • McClelland and Winter (1969) used the following criteria to assess the effectiveness of EDPs in motivating the entrepreneurs.
- 6. QUALITATIVE EVALUATION OF EDP • evaluating the EDPs is to assess their effectiveness in developing ‘need for achievement’ among the entrepreneurs. This is also called the ‘qualitative evaluation of EDPs. • 1. Activity level of the respondents • 2. New enterprise established • 3. Total investments made • 4. Investments in fixed assets made
- 7. 5. Number of people employed 6. Number of jobs created 7. Increase in profit 8. Increase in sales 9. Quality of product/service improved 10. Quicker repayment of loans
- 8. • In other behavioral experiments (Sah,et al, 1974) the impact of EDPs is measured with the help of indices relating to the entrepreneurial behavior. • The entrepreneurial behavior is measured on the following four dimensions : • A. Planning orientation • B. Achievement orientation • C. Expansion orientation • D. Management orientation
- 9. EVALUATION OF EDP IN INDIA • One of the earliest attempts in this direction was made by a team of researchers and experts appointed by the Gujarat Industrial and Financial Corporation to evaluate the effectiveness of the EDPs. The most recent and nationwide evaluation study on evaluation study on EDPs is one carried out by the ‘Entrepreneurship Development Institute of India, Ahmedabad (Awasthi abd Sebastian 1996).
- 11. • It is found that the effectiveness of the EDPs is around 26 per cent. In other words, one out of every four trainees actually started his / her enterprise after undergoing entrepreneurial training. However, the expected start-up rate is slightly higher around 32 per cent. • Out of 430 trainees who could not be contacted personally during the field survey, according to the secondary sources, viz., family, friends, and neighbours, 17 per cent of them have already given up the idea of venture launching as they are engaged in some other activities. • The effectiveness of EDPs cannot be considered as impressive because about 07 out of every 10 trainees did not start enterprises after undergoing the EDP training. It means there are some problems or lapses here and there in conducting the EDPs’. Therefore, there lies the need for looking at the problems and constraints of EDPs.
- 12. PROBLEMS OF EDPS: • EDPs suffer on many counts. The problems and lacunae are on the part of all those who are involved in the process, be it the trainers and the trainees, the ED organisations, the supporting organizations, and the state governments. • a. Trainer-motivations are not found upto the mark in motivating the trainees to start their own enterprises. • b. ED organisations lack in commitment and sincerity in conducting the EDPs. In some cases, EDPs are used as means to generate surplus (income) for the ED organisations.
- 13. • c. Non-conducive environment and constraints make the trainer-motivators’ role ineffective. • d. The antithetic attitude of the supporting agencies like banks and financial institutions serves as stumbling block in the success of EDPs. • Thus, it is clear that the problems are not with the strategy but with its implementation.