Indigenous knowledge for agricultural development: a framework for potato farming in Bui division, North West Region of Cameroon
- Authors: Ngek, Shillie Peter
- Date: 2018
- Subjects: Agriculture -- Economic aspects -- Cameroon -- Bui , Agricultural industries -- Cameroon , Sustainable agriculture , Sustainable development , Indigenous peoples
- Language: English
- Type: Thesis , Doctoral , DBA
- Identifier: http://hdl.handle.net/10948/33703 , vital:32974
- Description: Over the years, people have planned and carried out their activities depending on their indigenous knowledge base. In agriculture, documented importance of indigenous knowledge has been noted in different ways such as in crop health management, soil nutrient management, and food processing and food preservation. Indigenous smallholder farmers across the world have developed techniques that reflect their intimate knowledge of their local environments and ecosystems to improve their agricultural yields and minimise postharvest losses. However, such indigenous knowledge techniques are rarely documented or enhanced to boost agricultural practice and ensure food security. The present study has identified potato farming in Cameroon as a potential contributor to the socio-economic development of farmers, their communities and their country. The potato farming industry largely consists of smallholder farmers, predominantly women, producing primarily of immediate consumption. Historically, these farmers have been sustaining their farms through indigenous knowledge and practices that are not being exploited to the fullest beneficial opportunities for these farmers. It has often been suggested that Western highly mechanised approaches should be implemented to commercialise these farms in order to access these benefits. These approaches of mechanisation require large capital outlays, which these smallholder farmers cannot afford, hence the approach taken by the present study to capitalise on the indigenous knowledge and practices of these farmers. The present study argued that working with the existing indigenous knowledge and practices of these farmers, a level of commercialisation, with the resulting job creation and economic benefits, could be achieved. This study has succeeded in identifying the causes of postharvest potato losses on the smallholding farms, the obstacles in reducing these losses and the techniques to reduce these losses. The study provides important recommendations to improve smallholder potato farming in Cameroon. By implementing the findings of this study, the Cameroon government, prospective potato farmers, entrepreneurs, traditional authorities and NGOs could make a significant contribution to the improvement of socio-economic conditions and the reduction of poverty levels in these farming communities.
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- Date Issued: 2018
The development of a human resource model that supports the establishment of an ethical organisational culture
- Authors: Mey, Michelle Ruth
- Date: 2004
- Subjects: Corporate culture , Business ethics , Personnel management
- Language: English
- Type: Thesis , Doctoral , DTech (Human Resource Management)
- Identifier: vital:10869 , http://hdl.handle.net/10948/218 , Corporate culture , Business ethics , Personnel management
- Description: Corruption and unethical management is a legitimate global economic concern as it can have a direct and substantial impact on the longevity and the economic success of an organisation, an industry and a country. As a result of individuals having more readily available access to information, much attention has been given to unethical behaviour and organisational ethical violations over the last decade. Recent events have indicated that business ethics is an organisational concern with mammoth implications for business. For example, Esterhuyse (1999, p. 27) reports that South Africa has lost astronomical amounts of money due to office or white-collar crime. Organisations’ attempts to become globally competitive will be hampered by the behaviour of employees who are unethical at work. Therefore, it is imperative that organisations implement measures to increase ethical awareness and behaviour in their employees. This research study deals with business ethics in the automotive cluster of the Eastern Cape Province and proposes a model that can assist an organisation in improving its ethical culture. The main question that this research study addressed was: To what extent do the strategies of human resource departments contribute to establishing and maintaining an ethical organisational culture? To answer the above question it was necessary to address the most universal characteristics of ethical organisations. To this end the role of the human resource department in attempting to develop and sustain an ethical organisational culture is discussed. Thereafter, various ethical models are outlined and evaluated. Lastly, the proposed ethical model for establishing an ethical organisational culture is presented. Based on the theoretical findings of the literature survey which outlined the characteristics of ethical organisations and the interventions required to improve the ethical functioning of an organisation, a questionnaire was developed and distributed to organisations within the automotive cluster in the Eastern Cape Province. The empirical results obtained from the survey indicated dominant consensus regarding the model (see Chapter Four). The main findings from this research are that 74.7 per cent of organisations that participated in the empirical study had implemented a code of ethics. However, the majority of these organisations had not implemented the identified critical and optional interventions (see to Chapter Four) required to operate as an ethical organisation. The study also revealed that 49.4 per cent of respondents believed that the human resource manager is responsible for organising and coordinating an ethical initiative within the organisation. Respondents in this study stated that the benefits of operating ethically are the improved financial position of the organisation (76.5 per cent), the enhanced morale of employees (95.3 per cent), positive stakeholder perception (93 per cent), better long-term strategic sustainability (94.3 per cent) and superior social responsibility (85.9 per cent).
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- Date Issued: 2004