Human Resource Management Practices in Small and Medium-Sized Enterprises: Unanswered Questions and Future Research Perspectives

2000 ◽  
Vol 25 (1) ◽  
pp. 11-26 ◽  
Author(s):  
Robert L. Heneman ◽  
Judith W. Tansky ◽  
S. Michael Camp
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Research Literature ◽  
Qualitative Assessment ◽  
Future Research ◽  
Entrepreneurial Firms ◽  
Organizational Growth ◽  
Research Perspectives

A qualitative assessment is used to identify and describe the “gaps” between concerns entrepreneurs have about human resource management issues in growing small and medium-sized enterprises (SMEs) and the topics emphasized in the research literature on human resource practices in SMEs. Survey data from 156 young entrepreneurs, focus group data from 173 CEO/founders of fast-growth entrepreneurial firms, and 129 research articles were reviewed. Results revealed gaps and omissions in the literature, Including the importance to entrepreneurs of developing high-potential employees that can perform multiple roles under various stages of organizational growth and the matching of people to the organizational culture. Recommended perspectives for future research are identified.

Local isomorphism and multinational enterprises’ human resource management practices: Extending the research agenda

2018 ◽  
pp. 1-16 ◽  
Author(s):  
Desmond Tutu Ayentimi ◽  
John Burgess ◽  
Kantha Dayaram
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Trade Unions ◽  
Multinational Enterprises ◽  
Management Practices ◽  
Institutional Setting ◽  
Future Research ◽  
Local Isomorphism ◽  
Human Resource Management Practices

AbstractLocal isomorphism constitutes the regulatory, cognitive and normative profile of a host country. The regulatory institutional setting reflects the rules and legislation governing collective bargaining agreements, trade unions, local content laws and employment relationships. The cultural or cognitive dimension supports the widely held cultural and social knowledge and the normative profile acknowledges the influences of social groups and organizations on acceptable normative behaviour. Earlier literature lends support to the importance of institutional profile and its influence on the design and implementation of multinational enterprises’ human resource management policies and practices. This paper seeks to advance the concept of local isomorphism and highlight the implications of local isomorphism for future research on the transfer of multinational enterprises’ human resource management practices across and between subsidiaries.

scholarly journals Creating service excellence through Human Resource Management practices

1998 ◽  
Vol 29 (4) ◽  
pp. 135-141 ◽  
Author(s):  
Victoria Browning
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Customer Service ◽  
Management Practices ◽  
Future Research ◽  
Business Managers ◽  
Service Excellence ◽  
Human Resource Management Practices ◽  
External Relationships

Service excellence has become a critical source of competitive advantage for organisations. This article focuses on the interaction between the frontline employee and the customer and the role of Human Resource Management (HRM) in sustaining service-orientated behaviour. The nature of the relationship between HRM and service behaviour is also explored, focusing on three possible intervening variables - commitment to customer service, job competence and organisational identification. The implications of this relationship for business managers are highlighted and it is suggested that to achieve service excellence, managers need to focus as much on their internal relationships with employees as they do on their external relationships with customers, as their contribution to organisational performance is inter-linked. Directions for future research in redefining HRM practices and determining the nature of the link between HRM and service-orientated behaviour are discussed.

scholarly journals HRM practices and innovation: an empirical systematic review

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nasser Fathi Easa ◽  
Haitham El Orra
Keyword(s):  
Systematic Review ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
English Language ◽  
Management Practices ◽  
Black Box ◽  
Future Research ◽  
Public And Private ◽  
Content Type

Purpose The relationship between human resource management practices (HRMP) and innovation has been described as a black box, where a lot still needs to be investigated. Thus, the aim of this paper is to investigate the nature of the link that exists between HRMP and innovation in both public and private organizations. To do so, theoretical underpinnings and existence of a mediating or a moderating mechanism is inspected. Design/methodology/approach Based on an empirical systematic review of research conducted between 2010 and 2018, content analysis has been conducted for 31 peer-reviewed articles in the English language. Findings Inspecting the nature of relations existed in the chosen articles, interesting findings are addressed relative to the nature of the human resource management systems (HRMS) used, practices encompassed and their different utility. HRMS has been shown to be associated with product innovation yet more evidence is needed for supporting process innovation. Practical implications The HRMS/HRMP and innovation relationship is inspected, important practices that would guide managers to induce innovation are highlighted. Usage of multiple HRMS and contingency in constructing such systems is indicated. Originality/value Contribution to comprehend the black box and areas for future research has been offered.

The Cultural Lens

2021 ◽  
pp. 23-52
Author(s):  
Hilla Peretz ◽  
Lena Knappert
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Performance Appraisal ◽  
Multinational Corporations ◽  
Human Resource ◽  
Management Practices ◽  
Diversity Management ◽  
Future Research ◽  
Human Resource Management Practices

This chapter reviews the literature on the intersection of culture and human resource management. More specifically, the chapter discusses why and how culture accounts for variance in human resource management practices and their outcomes between organizations operating in diverse cultural contexts. To that end, the chapter first provides a summary of how culture is defined and measured and reviews seven established frameworks of culture. Next, the chapter reviews related studies conducted by members of the Cranfield Network on International Human Resource Management and other established scholars in the literature of cultural variance in human resource management practices (i.e., recruitment and selection, performance management and performance appraisal, training and development, compensation and benefits, flexible work arrangement, diversity management, and high-performance work systems) and their outcomes. The chapter concludes with practical implications for multinational corporations and domestic organizations and provides an overview of future research avenues in the field.

HUMAN RESOURCE MANAGEMENT PRACTICES: CATALYSTS FOR REAL ENTREPRENEURIAL FIRMS’ GROWTH IN SOUTHWEST, NIGERIA

2021 ◽  
Vol 15 (1) ◽  
Author(s):  
D. A. OLADEJO ◽  
J. OLABISI ◽  
J. F. ADEGOKE
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Significant Influence ◽  
Management Practices ◽  
Human Resources Management ◽  
Outcome Variable ◽  
Entrepreneurial Firms ◽  
Analysis And Design ◽  
Human Resource Management Practices

The study examined the role of Human Resource Management Practices (HRMPs) on entrepreneurial firms’ growth in South West Nigeria.  This was to entrenching a set of adequate human resource management practices that can enhance the growth objective of entrepreneurial firms. A structured questionnaire was used to elicit information on relevant variables of the study. Data collected were analysed using descriptive and inferential statistics with the aid of IBM SPSS statistics version 21.  The results revealed that employees’ training (    = 31.03, s=8.6405); controlling (   = 25.95, s= 6.721)); organizing manpower (    = 23.20, s = 5.760); job analysis and design (   = 23.10, s = 5.883) were reasonably practiced among the firms under the study. Whereas motivating strategies (    = 21.5, s = 5.2905; recruitment and selection (   = 20.45, s = 4.831); and manpower planning (    = 18.72, s = 4.786) fell below the agreement criterion (    = 23.0).  However, it was established that there was a statistically significant influence of the predictor variables on the outcome variable (R2 = 0.837, adjusted R2 = 0.825).  Therefore, the study concluded that Human Resources Management Practices as an omnibus concept have significant influence on Entrepreneurial firms ‘growth. The study suggested that Human Resource Management Practices should be considered as a process by entrepreneurs as it galvanizes entrepreneurial firms' growth objectives.      

Human resource management practices of Japanese companies in India: dealing with the transfer-adaptation dichotomy

2017 ◽  
Vol 11 (3) ◽  
pp. 323-341 ◽  
Author(s):  
Mohan Pyari Maharjan ◽  
Tomoki Sekiguchi
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Qualitative Methodology ◽  
Management Practices ◽  
Institutional Environment ◽  
Future Research ◽  
Structured Interviews ◽  
Content Type ◽  
Hr Practices

Purpose Based on the international human resource management perspective, this paper aims to explore and explain the human resource (HR) practices of Japanese multinational companies (MNCs) operating in India. Design/methodology/approach This paper applies a qualitative methodology. The study is based on 17 semi-structured interviews that were conducted within the subsidiaries of 10 Japanese MNCs in India. Findings The respective HR practices are differently influenced by cultural and institutional factors. Cultural similarity, unique social context and the evolving labor market shape the HR practices of Japanese MNCs in the Indian context. Research limitations/implications The generalizability of findings might be limited because of the nature of methodology. Future research could collect additional qualitative data and conduct quantitative studies to test the findings of this research. Practical implications A unique combination of HR practices could be formed by addressing the changes in the local institutional environment and retaining the core philosophy of the parent company. Originality/value This research adds value to the transfer-adaptation dichotomy by presenting how institutional and cultural factors differently influence the transfer of respective HR practices.

Effective Human Resources Management Practices in Small and Medium Enterprises

2014 ◽  
pp. 44-73
Author(s):  
Anil Chandrakumara ◽  
Pramila Rao
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Small And Medium Enterprises ◽  
Future Research ◽  
Secondary Sources ◽  
Hrm Practices ◽  
Economic Analyses ◽  
Medium Enterprises

This chapter explores HRM (Human Resource Management) practices in SMEs (Small and Medium Enterprises) in the MIST (Mexico, Indonesia, South Korea, and Turkey) economies. Researchers and consultancy firms such as Goldman Sachs have suggested that these nations will be potentially very strong trading economies for the next decade based on economic analyses. SMEs play pivotal roles in these nations as they contribute to a majority of their domestic employment and GDP (Gross Domestic Product). The focus of the chapter is based on a thorough investigation of secondary sources on HRM practices (recruitment and selection, training and development, performance management, and compensation) of SMEs in the MIST nations. Institutional theory and Strategic Human Resource Management (SHRM) perspectives are showcased in understanding these practices better. The findings of the study suggest that HRM practices adopted in the MIST countries, both individually as well as a cluster, reflect the aspects of universalistic, contingency, resources bases, and institutional perspectives of the Strategic HRM (SHRM) model. The evidence also indicates the simultaneous adoption of both convergence and divergence theories of international HRM. The chapter also presents a model of HRM practices adopted by the SMEs in the MIST nations. Theoretical and practical implications of findings are discussed and directions for future research are provided.

Proactive Personality, Human Resource Management Practices, and Job Performance: A Case of Banking Sector Employees in Malaysia

2020 ◽  
Vol 3 (1) ◽  
Keyword(s):  
Resource Management ◽  
Job Performance ◽  
Human Resource Management ◽  
Human Resource ◽  
Social Exchange ◽  
Management Practices ◽  
Banking Sector ◽  
Proactive Personality ◽  
Future Research ◽  
Hrm Practices

The study aims to examine the influence of human resource management (HRM) practices and proactive personality on job performance. HRM practices comprised of compensation and benefits, training and development, and performance appraisal and achievement. Employees who participated in the study are employees of commercial banks located in Klang Valley. The results reported that compensation and benefits and proactive personality have a significant and positive influence on job performance. Discussions delineated on the predicting role of compensation and benefits and proactive personality in boosting job performance among employees in the study. Theoretical implications in terms of Social Exchange Theory and Self-Determination Theory are highlighted while practical implications are also brought to fore. Finally, limitations, directions for future research, and conclusion are also presented.

Human Resource Management Practices to Support Emotional Labor in Emergency Response

2015 ◽  
Vol 12 (4) ◽  
pp. 875-889 ◽  
Author(s):  
Sharon Mastracci
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Emotional Labor ◽  
Management Practices ◽  
Organizational Outcomes ◽  
Future Research ◽  
Self Awareness ◽  
Care Plans ◽  
Human Resource Management Practices

Abstract Based on a continuing program of research, this paper reveals several organizational measures needed if emotional labor is to be supported, including self-care plans, recruiting for self-awareness, and performance evaluations that capture more than a standard set of knowledge, skills, and abilities. The paper focuses on the experience of emergency responders, who work in extreme conditions that demand extensive emotional labor. Propositions are presented to link human resource management practices and individual and organizational outcomes; propositions that can inform future research and hypothesis testing in this area.

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