cari_wp22_mengnyantakyilocalskilldevelopment-c3c29809a88ff48b.pdf

This research paper examines the contribution of Chinese construction enterprises to local skill development in Ghana, comparing them with other foreign and local firms. Using 2016 survey data from 12 enterprises, the study finds that Chinese firms contribute positively to both short-term general and long-term specific training for local workers, often at higher rates than other foreign firms. However, structural challenges such as low technical education quality, low employee retention, and communication barriers hinder the effectiveness of skill transfer.

• Chinese and other foreign-owned construction enterprises in Ghana contribute more to the skill development of local employees through training than indigenous local enterprises do.
• Employees of Chinese construction firms have a higher probability of receiving training, particularly short-term general training, compared to those employed by other foreign enterprises.
• Chinese construction enterprises contribute significantly to local job creation, with an average of 90% of their employees being hired locally, contradicting perceptions that they rely primarily on imported Chinese labor.
• The study identifies four primary structural challenges that impede local skill development in Ghana's construction sector: poor quality of technical education, low employee retention rates, tight project timelines, and cultural or communication barriers.
• Low technical education quality is the most significant barrier, cited by 100% of surveyed enterprises, as graduates often lack the practical, hands-on experience required for on-site work.
• Employee retention is a major hurdle, with 83% of enterprises reluctant to train workers who may leave for higher-paying sectors, such as gold mining.
• Language and communication barriers specifically hinder Chinese enterprises, as technical knowledge is often lost during translation by staff who lack the necessary technical background.
• Tight project deadlines and short contract durations make it difficult for firms to implement long-term specific training or apprenticeships, a challenge cited by 75% of enterprises.
• The monetary cost of training is not a primary barrier to skill development, with only 25% of enterprises identifying it as a significant challenge.

APA

South African Institute of International Affairs (n.d.). cari_wp22_mengnyantakyilocalskilldevelopment-c3c29809a88ff48b.pdf. https://saiia.org.za/wp-content/uploads/2019/01/CARI_WP22_MengNyantakyiLocalSkillDevelopment.pdf

Chicago

South African Institute of International Affairs. cari_wp22_mengnyantakyilocalskilldevelopment-c3c29809a88ff48b.pdf. n.d. https://saiia.org.za/wp-content/uploads/2019/01/CARI_WP22_MengNyantakyiLocalSkillDevelopment.pdf.

Wikipedia

{{cite report |author=South African Institute of International Affairs |title=cari_wp22_mengnyantakyilocalskilldevelopment-c3c29809a88ff48b.pdf |url=https://saiia.org.za/wp-content/uploads/2019/01/CARI_WP22_MengNyantakyiLocalSkillDevelopment.pdf |access-date=17 August 2026 |via=Climate Insights Directory}}

BibTeX

@techreport{southafricaninstituteofinternationalaffairsndcariwp22mengnyantakyilocalskilldevelopmentc3c29809a88ff48bpdf, author = {{South African Institute of International Affairs}}, title = {{cari\_wp22\_mengnyantakyilocalskilldevelopment-c3c29809a88ff48b.pdf}}, institution = {South African Institute of International Affairs}, url = {https://saiia.org.za/wp-content/uploads/2019/01/CARI_WP22_MengNyantakyiLocalSkillDevelopment.pdf}, urldate = {2026-08-17}, note = {Indexed by Climate Insights Directory} }