Iqtisodiy taraqqiyot va tahlil, 2025-yil, yanvar
www.e-itt.uz
85
IMPACT OF INTERNSHIP ON SMALL AND MEDIUM-SIZED ENTERPRISES
Nurmatov Azamat
TEAM Univeristy
Westminster International University in Tashkent
Abstract.
Internship programs are increasingly recognized as strategic tools for enhancing
organizational performance and addressing skill gaps in Small and Medium-Sized Enterprises
(SMEs). This research explores the multifaceted impacts of internships on SMEs, including
productivity, innovation, and employee retention. The study employs a mixed-methods approach,
integrating quantitative data from SME performance metrics and qualitative insights from
interviews with SME managers and interns. Results indicate that structured internship programs
positively influence SME growth and competitiveness while offering potential challenges that
require mitigation.
Keywords
:
internship programs, SMEs, organizational performance, skill development,
innovation.
AMALIYOTNING KICHIK VA O‘RTA KORXONALARGA TA’SIRI
Azamat Nurmatov
TEAM Universiteti
Toshkent shahridagi Xalqaro Vestminster universiteti
Annotatsiya.
Amaliyot dasturlari kichik va o‘rta korxonalarda (KO‘B) tashkiliy
samaradorlikni oshirish va malakalardagi kamchiliklarni bartaraf etish uchun strategik vositalar
sifatida tobora ko‘proq e’tirof etilmoqda. Ushbu tadqiqot stajirovkaning kichik va o‘rta
korx
onalarga ko‘p qirrali ta’sirini o‘rganadi, shu jumladan samaradorlik, innovatsiyalar va
xodimlarni ushlab turish. Tadqiqotda KO‘B samaradorligi ko‘rsatkichlaridan miqdoriy
ma’lumotlar va KO‘B menejerlari va stajyorlar bilan bo‘lg
an intervyulardan olingan sifatli
tushunchalarni birlashtirgan aralash usullardan foydalaniladi. Natijalar shuni ko‘rsatadiki,
tuzilgan stajirovka dasturlari KO‘B o‘sishi va raqobatbardoshligiga ijobiy ta’sir ko‘rsatadi, shu
bilan birga yumshatishni talab qiladigan potensial muammolarni taklif qiladi.
Kalit so‘zlar:
amaliyot dasturlari, KO‘B, tashkilot faoliyati, malaka oshirish, innovatsiyalar.
UO‘K:
330.564
I SON - YANVAR, 2025
85-90
00
Iqtisodiy taraqqiyot va tahlil, 2025-yil, yanvar
www.e-itt.uz
86
ВЛИЯНИЕ СТАЖИРОВОК НА МАЛЫЕ И СРЕДНИЕ ПРЕДПРИЯТИЯ
Нурматов Азамат
Университет TEAM
Международный Вестминстерский университет в городе Ташкенте
Аннотация.
Программы стажировок все чаще признаются стратегическими
инструментами для повышения организационной эффективности и устранения
пробелов в навыках в малых и средних предприятиях (МСП).
В этом исследовании
изучается многогранное влияние стажировок на МСП, включая производительность,
инновации и удержание сотрудников. В исследовании используется подход смешанных
методов, объединяющий количественные данные из показателей эффективности МСП и
качественные выводы из интервью с менеджерами и стажерами МСП. Результаты
показывают, что структурированные программы стажировок положительно влияют
на рост и конкурентоспособность МСП, предлагая при этом потенциальные проблемы,
которые требуют смягчения
.
Ключевые слова:
программы стажировок, МСП, организационная эффективность,
развитие навыков, инновации.
Introduction.
Small and Medium-Sized Enterprises (SMEs) are critical drivers of economic growth,
innovation, and employment worldwide. They account for a significant proportion of
businesses and job creation, yet face persistent challenges such as limited access to skilled
labor, financial constraints, and difficulties in scaling operations. Addressing these challenges
is crucial for the sustained growth of SMEs, especially in highly competitive and dynamic
markets.
Internship programs have gained traction as a solution to these issues, allowing SMEs to
bridge skill gaps and introduce fresh perspectives into their operations. For interns, these
programs offer hands-on experience, facilitating their transition from academic to professional
environments. Despite these potential benefits, the extent to which internships influence SME
performance remains underexplored, particularly in the context of innovation, productivity,
and talent acquisition. This study seeks to fill this gap by analyzing the direct and indirect
impacts of internships on SMEs.
Research Questions:
How do internship programs impact productivity in SMEs?
What role do internships play in fostering innovation within SMEs?
How do SMEs perceive the long-term benefits of internship programs?
Literature review.
An internship provides the best of both worlds: the student attains hands-on experience
and the organization secures temporary access to an enthusiastic, entry-level employee.
Consequently, interns who are able to “hit the ground running” are highly valued
by their intern
employers, as this capability can alleviate the costs associated with training and oversight
typically expended on other new hires (Lee Anderson, 1988). This study aims to offer an
alternative strategy for small businesses to keep college interns interested, motivated, and
seeking new opportunities as they transition from college to a professional business career.
One of the core competencies aspiring interns should acquire centers on seeking out and
obtaining an effective mentor in their area of study. Often, the best potential mentor within a
sponsoring organization may not have the time or expertise to cultivate an intern, leaving the
intern with a sub-optimal match. To address this inefficiency, career counseling centers could
utilize the feedback to identify which specific professionals at an organization might make
Iqtisodiy taraqqiyot va tahlil, 2025-yil, yanvar
www.e-itt.uz
87
effective mentors for a given student’s interests and strengths. By matching students with these
mentors, career services personnel would increase the likelihood that internship participants
receive the training and direction they require to excel at a sponsoring organization. Moreover,
both the students and their intern employers show a keen interest in maintaining the internship
alliance as a full-time employment opportunity upon graduation. It was discovered that interns
who achieved a strong mentor relationship were more likely to be hired as full-time employees
than the interns who did not have a powerful relationship with their mentor.
Interview research has been conducted between June
–
July 2018 in Turkey with three
different sectors of 16 SMEs both of which are successful and unsuccessful to investigate the
obstacles to the business environment and the development of SMEs, the problems emerging
in the competitive environment, the institutional and governmental factors and the learned
behaviors of the sectoral actors by 16 SME owners. The interviews have been conducted in
Avcılar, Yenibosna, İkitelli and Başakşehir regarding jewelry, textile and electricity sector, due
to the geographical closeness and high density of the sectors. The snowball sampling method
has been used in the selection of businesses. The semi-structured interviews has been prepared
conducting 20 question and 30-40 minutes of was been generally completed and the answers
of the participants were be written under the questions.
Internship programs have been extensively studied as mechanisms for addressing
workforce challenges in SMEs. According to Smith and Johnson (2022), internships allow SMEs
to benefit from cost-effective labor while equipping interns with practical skills. They highlight
that SMEs leveraging internship programs often experience increased innovation, as interns
bring diverse perspectives and new approaches to problem-solving. Similarly, Brown and Davis
(2021) underscore the dual advantage of internships for SMEs and interns, noting that
structured programs can serve as pipelines for future talent while addressing short-term labor
needs.
Thompson and Lee (2023) emphasize the role of internships in fostering innovation. Their
study on technology-driven SMEs shows that integrating interns into project teams results in a
20% improvement in process efficiency due to the adoption of innovative practices proposed
by interns. Additionally, the World Bank (2020) identifies internships as a critical strategy for
enhancing SME competitiveness, particularly in emerging markets, where resource constraints
limit access to skilled labor.
However, challenges associated with internships also emerge in the literature. For
instance, Brown and Davis (2021) note that SMEs often struggle to allocate resources for intern
training, which can undermine the program’s effectiveness. Addressing these challenges
requires structured onboarding processes and strong partnerships with educational
institutions to ensure alignment between academic and organizational goals.
Moreover, Utkirov (2024) highlights the role of total quality management in improving
organizational performance in higher education, drawing parallels to internship programs in
SMEs where systematic quality processes enhance outcomes. In a separate study, Utkirov
(2024) explores the impact of artificial intelligence on improving efficiency and quality,
suggesting that similar technological applications could benefit SMEs by streamlining intern
training and mentorship processes.
These studies collectively underscore the transformative potential of internships for SMEs,
provided that implementation challenges are adequately addressed through strategic planning
and resource allocation.
Methods
Research Design
A mixed-methods approach was adopted to provide a comprehensive
understanding of the impact of internships on SMEs. Quantitative data were collected through
surveys and performance metrics, while qualitative insights were gathered via semi-structured
interviews.
Iqtisodiy taraqqiyot va tahlil, 2025-yil, yanvar
www.e-itt.uz
88
Sample
The study involved 50 SMEs from various sectors, including manufacturing,
services, and technology. Additionally, 100 interns and 30 SME managers participated in the
research.
Data Collection
Surveys were conducted among SME managers and interns to assess productivity changes
and perceived benefits of internships.
Key performance indicators (KPIs), such as project completion rates and revenue growth,
were analyzed before and after implementing internship programs.
Data Analysis
Quantitative data were analyzed using statistical tools, including regression
analysis, to identify correlations between internships and SME performance. Qualitative data
were analyzed thematically to uncover recurring patterns and insights.
Results
The study was conducted in Uzbekistan and involved 50 SMEs across various sectors,
including manufacturing, services, and technology. Additionally, 100 interns and 30 SME
managers participated in the research.
Table 1.
The distribution of SMEs and participants
Sector
Number of SMEs
Number of Interns
Number of SME Managers
Manufacturing
20
40
12
Services
15
30
10
Technology
15
30
8
Total
50
100
30
Surveys were conducted among SME managers and interns to assess productivity changes
and perceived benefits of internships. Questions focused on work efficiency, skill enhancement,
and alignment with organizational goals.
Table 2.
Surveys participants
Sector
Number of SMEs
Number of Interns
Number of SME Managers
Manufacturing
20
40
12
Services
15
30
10
Technology
15
30
8
Total
50
100
30
Surveys were conducted among SME managers and interns to assess productivity changes
and perceived benefits of internships. Questions focused on work efficiency, skill enhancement,
and alignment with organizational goals.
Table 3.
The survey distribution and response rates
Group
Surveyed
Responded
Response Rate (%)
SME Managers
30
27
90%
Interns
100
92
92%
Total
130
119
91.5%
Iqtisodiy taraqqiyot va tahlil, 2025-yil, yanvar
www.e-itt.uz
89
Key performance indicators (KPIs), such as project completion rates, revenue growth, and
task efficiency, were analyzed for six months before and after implementing internship
programs.
Table 4.
Key performance indicators (KPIs)
Performance Metric
Measurement Approach
Result
Project Completion Rate
Percentage of projects completed
on time
Improved by 15% after internship
programs
Revenue Growth
Monthly revenue data from
accounting systems
Increased by 16% in six months
Task Efficiency
Average time to complete routine
tasks
Reduced by 12%
Customer Satisfaction
Survey of client feedback on
deliverables
Increased satisfaction ratings (4.1
to 4.6)
Quantitative data was analyzed using regression analysis to identify correlations between
internships and business performance. Results indicated that internship presence accounted
for 38% of the variance in project
completion rates (R² = 0.38, p < 0.05) and 42% of the variance
in revenue growth (R² = 0.42, p < 0.01).
Detailed case studies supported these findings. For example, a manufacturing SME
observed an efficiency increase after interns streamlined task scheduling and implemented
inventory tracking systems, reducing task completion times by 12%.
Table 5
Survey results
Indicator
Pre-
Internship
Post-
Internship
Percentage
Change
Average Project Completion Rate (%)
65%
80%
+15%
Revenue Growth (USD/month)
$50,000
$58,000
+16%
Employee Retention Rate (%)
70%
85%
+21%
Survey results revealed that 78% of SME managers observed improved productivity after
integrating interns into their workforce. Performance metrics, as shown in the table, indicated
a 15% increase in project completion rates and a 16% growth in monthly revenue within six
months of introducing internships.
Interviews highlighted that interns often bring fresh perspectives and innovative ideas to
SMEs. For example, 60% of managers reported successful implementation of intern-proposed
improvements in business processes, such as adopting digital tools or streamlining workflows.
Approximately 45% of interns were offered permanent positions, reflect
ing the program’s
role as a talent pipeline. Managers also noted a 21% improvement in employee retention rates,
which they attributed to the seamless integration of interns into their organizational culture.
Despite the benefits, SMEs faced challenges such as allocating resources for intern training
and managing expectations. Common issues included the need for supervisors to dedicate time
to mentorship and occasional mismatches between intern capabilities and SME needs.
However, these challenges were mitigated through structured onboarding and mentorship
programs.
To create an effective internship program, SMEs should consider the following steps:
Clearly outline what the internship program aims to achieve, such as improving
productivity, addressing skill gaps, or fostering innovation.
Iqtisodiy taraqqiyot va tahlil, 2025-yil, yanvar
www.e-itt.uz
90
Develop a well-defined structure that includes detailed roles, responsibilities, and
learning objectives for interns.
Partner with universities or vocational schools to source talent and align academic goals
with organizational needs.
Allocate resources for onboarding, training, and mentoring interns to maximize their
contributions and learning outcomes.
Continuously assess the program’s impact on business performance and make necessary
adjustments to improve its effectiveness.
Discussion
Internship programs serve as a dual-purpose strategy for SMEs, addressing immediate
labor shortages and fostering long-term growth. Enhanced productivity and innovation are key
outcomes, aligning with existing literature on the benefits of experiential learning. The findings
suggest that structured programs with clear objectives and proper mentorship yield the highest
returns.
Implications for SMEs
SMEs should view internships as strategic investments rather than
short-term labor solutions. Policymakers can support this by offering incentives such as tax
benefits and training grants to SMEs engaging in internships. Furthermore, SMEs can enhance
the effectiveness of these programs by collaborating with educational institutions to design
relevant and impactful internships.
Limitations and Future Research
This study is limited to a sample of 50 SMEs, which may not fully capture sectoral
variations. Future research could explore the impact of internships on specific industries or
compare outcomes across different organizational sizes. Additionally, longitudinal studies
could provide deeper insights into the long-term benefits of internships.
References:
Abbos Utkirov. (2024). Total quality management and performance achievement in higher
education. International Journal of Multidisciplinary Research Transactions, 6(6), 18
–
https://doi.org/10.5281/zenodo.11620030
Anderson, L. (1988). The impact of internships on workforce integration: A cost-benefit
analysis. Journal of Business Education, 23(2), 45-57.
Brown, L., & Davis, T. (2021). Evaluating cost efficiency in internship programs: Benefits for
small enterprises. Human Resource Management Review, 18(2), 101-118.
Khoase, G., & Nyapisi, M. (2018). Challenges in the development of small and medium-sized
enterprises: A case study of SMEs in Turkey. Business Environment Studies, 15(3), 105-122.
Smith, J., & Johnson, R. (2022). The role of internships in SME growth: A cost-benefit
perspective. Journal of Business Innovation, 10(3), 45-60.
Thompson, M., & Lee, S. (2023). Cost-effective strategies in implementing internships for
SMEs. Innovation in Business Journal, 12(1), 78-92.
Utkirov, Abbos. (2024) Artificial Intelligence Impact on Higher Education Quality and
https://doi.org/10.47390/SPR1342V4I9Y2024N52
, Lecturer at the Management
Development
Institute
of
Singapore
in
Tashkent,
Available
at
https://ssrn.com/abstract=4942428
World Bank. (2020). SME Competitiveness Outlook: Internships as a cost-effective strategy.
Washington, DC: World Bank Publications.
