SPECIFIC GAP 1 — Training (X1) → Market Share (Y1)
1. Gap Name
Effect of Training on Market Share among SMEs in South West Nigeria.
2. Gap Statement
While several studies have examined the relationship between employee training and general
organizational outcomes, there is a lack of empirical research specifically linking training programs to
market share growth in Nigerian SMEs.
Existing studies suggest that training improves productivity and service quality, yet the specific
pathway from training to market share in this context remains underexplored and empirically
unverified.
3. Problem Statement
SMEs in South West Nigeria are still facing a decline in market share despite investments in workforce
development. It is still unclear how much formal training programs help this industry acquire or
maintain market share.
Without this clarity, SME managers cannot justify training expenditure as a strategic market
positioning tool. This study addresses that knowledge and practical gap.
4. Objective Statement
To determine the effect of Training on Market Share among SMEs in South West Nigeria.
5. Research Question
To what extent does Training affect Market Share among SMEs in South West Nigeria?
6. Hypothesis
H01: Training has no significant effect on Market Share among SMEs in South West Nigeria.
7. Variable Identification
Independent Variable
(X1) — Training - TR
Dependent Variable
(Y1) — Market Share - MS
8. Operationalization
MS(y1) = F(x), MS = a0 + a1X1 + u ……………. (i)
9. Knowledge Contribution
This study adds to the growing body of knowledge on strategic HRM by providing empirical evidence
of the training-to-market-share relationship in Nigerian SMEs. It fills a contextual gap by shifting focus
from large Western multinationals to emerging economy SMEs, guiding management decisions on
training investment as a mechanism for achieving competitive market positioning. It also suggests that
future researchers can investigate whether industry type moderates this relationship.
10. Conceptual Model
{TR} ---------> {MS}
SPECIFIC GAP 2 — Recruitment (X2) → Customer Satisfaction (Y2)
1. Gap Name
Effect of Recruitment on Customer Satisfaction among SMEs in South West Nigeria.
2. Gap Statement
Several studies have looked at recruitment and employee performance, but there is limited research
directly linking recruitment practices to customer satisfaction in Nigerian SMEs. Existing studies
suggest that hiring the right people improves service delivery, yet this specific connection has not
been empirically tested in this context.
3. Problem Statement
SMEs in South West Nigeria continue to record low customer satisfaction levels despite hiring efforts.
It is still unclear how much recruitment quality directly influences the customer experience in this
sector. Without this clarity, SME managers cannot make informed hiring decisions aimed at improving
customer outcomes. This study addresses that gap.
4. Objective Statement
To determine the effect of Recruitment on Customer Satisfaction among SMEs in South West Nigeria.
5. Research Question
To what extent does Recruitment affect Customer Satisfaction among SMEs in South West Nigeria?
6. Hypothesis
H02: Recruitment has no significant effect on Customer Satisfaction among SMEs in South West
Nigeria.
7. Variable Identification
Independent Variable
(X2) — Recruitment - RC
Dependent Variable
(Y2) — Customer Satisfaction - CS
8. Operationalization
CS(y2) = F(x), CS = a0 + a1X2 + u ……………. (ii)
9. Knowledge Contribution
This study adds to HRM knowledge by showing how recruitment practices affect customer outcomes
in Nigerian SMEs. Future researchers can explore whether employee attitude mediates this
relationship.
10. Conceptual Model
{RC} ---------> {CS}
SPECIFIC GAP 3 — Work-Life Balance (X3) → Employee Satisfaction (Y3)
1. Gap Name
Effect of Work-Life Balance on Employee Satisfaction among SMEs in South West Nigeria.
2. Gap Statement
Work-life balance is recognised as an important driver of employee satisfation, but empirical studies
on its effect on employee satisfaction in Nigerian SMEs are limited. Most existing research focuses on
large organisations or Western settings, leaving a gap in this specific context.
3. Problem Statement
SMEs in South West Nigeria continue to experience high staff turnover and low job satisfaction, with
poor work-life balance frequently cited as a cause. Employees often face long hours and limited
flexibility. Without evidence on how work-life balance affects satisfaction in this sector, managers
cannot design effective policies. This study addresses that gap.
4. Objective Statement
To determine the effect of Work-Life Balance on Employee Satisfaction among SMEs in South West
Nigeria.
5. Research Question
To what extent does Work-Life Balance affect Employee Satisfaction among SMEs in South West
Nigeria?
6. Hypothesis
H03: Work-Life Balance has no significant effect on Employee Satisfaction among SMEs in South West
Nigeria.
7. Variable Identification
Independent Variable
(X3) — Work-Life Balance - WB
Dependent Variable
(Y3) — Employee Satisfaction - ES
8. Operationalization
ES(y3) = F(x), ES = a0 + a1X3 + u …………… (iii)
9. Knowledge Contribution
This study adds to knowledge on work-life balance in the Nigerian SME context. Future researchers
can examine whether organisational culture moderates the relationship between work-life balance
and employee satisfaction.
10. Conceptual Model
{WLB} ---------> {ES}
SPECIFIC GAP 4 — Performance Appraisal (X4) → Cost Leadership (Y4)
1. Gap Name
Effect of Performance Appraisal (PA) on Cost Leadership (CL) among SMEs in South West Nigeria.
2. Gap Statement
Research on performance appraisal has mainly focused on employee motivation and productivity.
However, its specific link to cost leadership as a competitive strategy in Nigerian SMEs has not been
empirically examined, limiting understanding of how appraisal systems contribute to cost efficiency.
3. Problem Statement
SMEs in South West Nigeria face ongoing cost management challenges that weaken their market
position. While performance appraisal is known to improve workforce efficiency, its role in supporting
cost leadership in this context has not been studied. This prevents managers from using appraisal
strategically for cost control. This study fills that gap.
4. Objective Statement
To examine the effect of Performance Appraisal on Cost Leadership among SMEs in South West
Nigeria.
5. Research Question
To what extent does Performance Appraisal affect Cost Leadership among SMEs in South West
Nigeria?
6. Hypothesis
H04: Performance Appraisal has no significant effect on Cost Leadership among SMEs in South West
Nigeria.
7. Variable Identification
Independent Variable
(X4) — Performance Appraisal - PA
Dependent Variable
(Y4) — Cost Leadership - CL
8. Operationalization
CL(y4) = F(x), CL = a0 + a1X4 + u ……………. (iv)
9. Knowledge Contribution
This study adds to knowledge on how performance appraisal supports strategic cost outcomes in
Nigerian SMEs. Future researchers can explore how digital appraisal tools affect the strength of this
relationship.
10. Conceptual Model
{PA} ---------> {CL}