Professional Employer Organizations and Their Impact on Client Satisfaction With Human Resource Outcomes: A Field Study of Human Resource Outsourcing in Small and Medium Enterprises

2005 ◽  
Vol 31 (2) ◽  
pp. 234-254 ◽  
Author(s):  
Brian S. Klaas ◽  
Thomas W. Gainey ◽  
John A. McClendon ◽  
Hyuckseung Yang
Keyword(s):  
Human Capital ◽  
Human Resource ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Transaction Cost Economics ◽  
Small And Medium Enterprises ◽  
Client Characteristics ◽  
Human Resource Outsourcing ◽  
Medium Enterprises ◽  
The Impact

Increasingly, small and medium enterprises are outsourcing human resource (HR) activities to professional employer organizations (PEOs). The authors draw on social network theory, transaction cost economics, and social exchange theory to examine how PEO and client characteristics moderate the impact associated with outsourcing human capital-enhancing HR services. Results from a study suggest that using a PEO for human capital-enhancing services was positively related to HR outcomes and that this relationship was stronger when a weak-ties service delivery model was used, client receptivity was high, and the PEO contract was more detailed.

Professional Employer Organizations and Their Role in Small and Medium Enterprises: The Impact of HR Outsourcing

2003 ◽  
Vol 28 (1) ◽  
pp. 43-62 ◽  
Author(s):  
Brian S. Klaas
Keyword(s):  
Transaction Cost ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Transaction Cost Economics ◽  
Small And Medium Enterprises ◽  
Exchange Theory ◽  
Internal Resources ◽  
Market Governance ◽  
Medium Enterprises ◽  
The Impact

While effective HR services and programs can help firms gain competitive advantage, small and medium enterprises (SMEs) often lack the internal resources required to develop and deliver these services and programs. As a result, SMEs increasingly are outsourcing HR activities to professional employer organizations (PEOs). Questions remain, however, about the conditions under which SMEs will benefit from outsourcing HR to a PEO, as well as about the type of benefits that are potentially available. The very nature of many HR activities raises questions about the risks associated with market governance and a PEO's ability to ensure service quality for SMEs. In order for these questions to be addressed, it is necessary to understand the process by which PEO utilization affects SME outcomes. In this article, we use transaction cost economics, social exchange theory, and the strategic HR literature to develop a framework for understanding the factors and conditions likely to affect whether and how an SME will benefit from using a PEO.

scholarly journals THE INTERNATIONALIZATION OF SMALL AND MEDIUM ENTERPRISES AND HUMAN CAPITAL / MAŽŲ IR VIDUTINIŲ ĮMONIŲ INTERNACIONALIZACIJA IR ŽMOGIŠKASIS KAPITALAS

2015 ◽  
Vol 7 (2) ◽  
pp. 157-162 ◽  
Author(s):  
Laura Godelytė ◽  
Renata Korsakiene
Keyword(s):  
Economic Growth ◽  
Human Capital ◽  
New Technologies ◽  
Scientific Literature ◽  
Small And Medium Enterprises ◽  
Analysis And Synthesis ◽  
Medium Enterprises ◽  
The Impact

Small and medium enterprises (SME’s) are generally recognised as a factor, which influences economic growth and impacting competitiveness of country. In the context of globalization the impact of internationalization of SME’s is increasing and determines development of new technologies. The internationalization of SME’s is determined to a large extent by the human capital of entrepreneurs/managers. The aim of this article is to analyse and summarise elements of human capital, that are discussed in scientific literature and to distinguish the most important for SME’s internationalization. The research is based on the evaluation of human capital in scientific literature and analysis and synthesis of questions of SME’s internationalization. Mažos ir vidutinės įmonės yra visuotinai pripažįstamos kaip ekonominį augimą lemiantis veiksnys, turintis poveikį šalies konkurencingumo didinimui. Globalizacijos kontekste didėja MVĮ internacionalizacijos vaidmuo, lemiantis naujų technologijų plėtojimą. MVĮ internacionalizaciją stipriai įtakoja savininkų / vadovų turimas žmogiškasis kapitalas. Šiame straipsnyje siekiama išanalizuoti ir apibendrinti mokslinėje literatūroje aptinkamus žmogiškojo kapitalo elementus bei išskirti svarbiausius MVĮ internacionalizacijai. Atliktas tyrimas yra pagrįstas mokslinės literatūros žmogiškojo kapitalo vertinimo ir MVĮ internacionalizacijos klausimais analize bei sinteze.

scholarly journals Increase of productivity in small and medium-sized enterprises in Thailand

2020 ◽  
Vol 164 ◽  
pp. 10001
Author(s):  
Pisit Potjanajaruwit
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Small And Medium Enterprises ◽  
Productivity Increase ◽  
Multiple Correlation Analysis ◽  
High Level ◽  
Medium Enterprises ◽  
The Impact ◽  
One Way Anova

The purpose of this research was to study the association of human resource management and the increase of productivity of small and medium-sized enterprises in Thailand. The study was conducted in the sample group which included owners of 269 small and medium-sized enterprises in Thailand using questionnaires. The statistics used in the research were frequency, percentage, mean, standard deviation, One-way ANOVA, multiple correlation analysis, and multiple regression analysis. The research revealed that the association between human resource management and productivity increase of small and medium enterprises in Thailand was found at a relatively high level. When testing the impact of human resource management on productivity, it was found that human resource management in the areas of recruitment, rewarding, and the protection and maintenance of human resources have an impact on productivity increase of small and medium-sized enterprises in Thailand.

scholarly journals The Relationship Between Employee Empowerment and Subjective Wellbeing: Evidence from Services-Based SMEs in Pakistan

2017 ◽  
Vol 5 (2) ◽  
pp. 81-99
Author(s):  
Nimra Ali Khokher ◽  
Abdul Raziq Abdul Raziq
Keyword(s):  
Human Resource ◽  
Subjective Wellbeing ◽  
Positive Impact ◽  
Small And Medium Enterprises ◽  
Employee Empowerment ◽  
Senior Managers ◽  
Cognitive Components ◽  
Medium Enterprises ◽  
The Impact ◽  
The Relationship

Employee empowerment plays a key role in the management of talented personnel: it enables an organization to use workers’ skills and abilities in a way that enhances the performance of both employer and employee. Based on a survey of 349 small and medium enterprises in Quetta, this study examines the impact of employee empowerment on employees’ subjective wellbeing, which is measured in terms of affective and cognitive components. Its results indicate that employee empowerment has a significant and positive impact on employees’ subjective wellbeing, implying that senior managers should prioritize this aspect of human resource management.

scholarly journals The Impact of Family Employment on The Development of Algerian Small and Medium Enterprises

2018 ◽  
Vol 2 (2) ◽  
pp. 155-167
Author(s):  
Merzougui MERZOUGUI ◽  
Nadir GHANIA
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Small And Medium Enterprises ◽  
The Family ◽  
Medium Enterprises ◽  
The Impact

Small and medium enterprises depend on the intensity of hand working, which shows the importance of human resources in them, but they still suffer from mis marketing of the human resource because of the family dominance over the management, which prefers the family member's employments. In this study we will try to measure its impact on the progress of Small and medium enterprises activity in Algeria

scholarly journals Impact Of Organisational Politics On Job Dissatisfaction And Turnover Intention: An Application Of Social Exchange Theory On Employees Working In Zimbabwean Small And Medium Enterprises (SMEs)

2016 ◽  
Vol 32 (3) ◽  
pp. 857-870 ◽  
Author(s):  
Elizabeth Chinomona ◽  
Taboo Mantebele Mofokeng
Keyword(s):  
Social Exchange ◽  
Turnover Intention ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Turnover Intentions ◽  
Small And Medium Enterprises ◽  
Organizational Politics ◽  
Job Dissatisfaction ◽  
Future Research ◽  
Medium Enterprises

Organizational politics has been seen as detrimental to the smooth running of firms. Despite increasing awareness of the importance of managing the negative effects of organizational politics at the workplace, research on consequences relating to employees’ perceptions of the same in small and medium enterprises (SMEs) in Africa, especially Zimbabwe in particular, has received little attention. This paper uses Structural Equation Modelling (SEM) to test the causal relationships between the three variables which are organizational politics, job dissatisfaction and turnover intention. Amos 23.0 software has been used as it is the current software on the market for SEM usage. Therefore, using data of 154 SMEs in Zimbabwe, this paper examines the effects of employees’ perceptions of organizational politics on job dissatisfaction and turnover intentions. All the posited three hypotheses were supported by the sample data. Managerial implications of the findings are discussed and limitations and future research directions are indicated.

Training as a Strategic HRM Tool to Foster Employee Development in SMEs

2021 ◽  
pp. 609-628
Author(s):  
Ramnath Dixit ◽  
Vinita Sinha
Keyword(s):  
Human Capital ◽  
Human Resource ◽  
Small And Medium Enterprises ◽  
Employee Development ◽  
Training And Development ◽  
Competitive Environment ◽  
Workplace Performance ◽  
Training Interventions ◽  
Strategic Hrm ◽  
Medium Enterprises

This chapter aims to highlight the relevance of training and development for employees in SME organizations, and how it can positively impact workplace performance and ensure survival of the organization in the current competitive environment. Over the past few decades, small and medium enterprises (SMEs) have witnessed a paradigm shift in their approach towards human resource management (HRM). With the objective of being globally competitive and to retain talented workforce, the SME sector has been focusing on training their personnel on diverse areas. It is in this context that training and development has emerged as a strategic HRM tool for organizations to foster their employee development initiatives. The chapter concludes with insightful recommendations to strengthen human capital in SME organizations by harnessing training interventions effectively.

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