scholarly journals Human Resource Management Practices and Employees’ Engagement in Small and Medium Enterprises in Tanzania: The Mediating Effect of Organisation View

2019 ◽  
Vol 7 (7) ◽  
Author(s):  
Judith J. Msangi
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Small And Medium Enterprises ◽  
Mediating Effect ◽  
Human Resource Management Practices ◽  
Medium Enterprises

scholarly journals The Human Side of Small and Medium Enterprises

2001 ◽  
Vol 7 (2) ◽  
pp. 58-69 ◽  
Author(s):  
Retha Wiesner ◽  
Jim McDonald
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Small And Medium Enterprises ◽  
Human Resource Management Practices ◽  
Human Side ◽  
Medium Enterprises

AbstractThe limited research conducted on Human Resource Management (HRM) in small and medium enterprises (SMEs) suggests that acquiring, developing, compensating and retaining employees is a major problem. A Queensland-wide study of Human Resource Management Practices in SMEs (with a sample of 431) found a surprisingly high take-up of human resource management practices. The present paper discusses this study, presents the results obtained and reflects on its implications for human resource management in SMEs.

scholarly journals The Human Side of Small and Medium Enterprises

2001 ◽  
Vol 7 (2) ◽  
pp. 58-69
Author(s):  
Retha Wiesner ◽  
Jim McDonald
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Small And Medium Enterprises ◽  
Human Resource Management Practices ◽  
Human Side ◽  
Medium Enterprises

AbstractThe limited research conducted on Human Resource Management (HRM) in small and medium enterprises (SMEs) suggests that acquiring, developing, compensating and retaining employees is a major problem. A Queensland-wide study of Human Resource Management Practices in SMEs (with a sample of 431) found a surprisingly high take-up of human resource management practices. The present paper discusses this study, presents the results obtained and reflects on its implications for human resource management in SMEs.

scholarly journals Formal experience of SME owners in the field of HRM: A case study in Kosovo as a country with an emerging economy

2021 ◽  
Vol 10 (2, special issue) ◽  
pp. 343-351
Author(s):  
Jyxhel Spahi ◽  
Venet Shala ◽  
Demir Limaj
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Small And Medium Enterprises ◽  
Sample Selection ◽  
Structured Interviews ◽  
Human Resource Management Practices ◽  
The Republic ◽  
Medium Enterprises

In this paper, an attempt has been made to identify the extent of formal experience of small and medium enterprises (SMEs) in the field of human resource management (HRM). It also views the manifestations of SME owners’ experience in human resource management practices as well as in recruitment processes. On the other hand, it attempts to see if there is a connection between informality and the experience of the owners in the field of HRMs. Qualitative methods were used in this study. A random sample selection technique was used in the sample selection. Five small and medium enterprises were selected for this paper and semi-structured interviews were conducted with the owners of these enterprises. For the evaluation of the results, topics and categories were defined and afterwards interpreted based on the research questions of this paper. The results of this study have shown that there is a correlation between the formal experience of owners in relation to the implementation of human resource management practices and the informality of the enterprise. In this study, it is understood that owners of small and medium enterprises do not have formal experience in the field of HRMs and recruitment processes. The lack of experience of the owners in these fields has resulted in these SMEs not having formal practices in HRM and has influenced the increase of informality. The results of this paper can be considered as the first in this regard which is done in the Republic of Kosovo, known as a country with a developing economy. We also consider that this paper will open the possibility to conduct other researches in relevant areas which have not yet been addressed in Kosovo. Therefore, this paper can be considered as the first contribution in this area.

Setting the conditions for open innovation in the food industry: unravelling the human dimension of open innovation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rocco Palumbo ◽  
Mohammad Fakhar Manesh ◽  
Massimiliano Matteo Pellegrini ◽  
Giulia Flamini
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Open Innovation ◽  
Management Practices ◽  
Mediating Effect ◽  
Human Dimension ◽  
Content Type ◽  
Organisational Climate ◽  
Human Resource Management Practices

PurposeThe human dimension of open innovation is paramount for organisational excellence. However, there is scant evidence of the implications of human resource management practices on employees' orientation towards open innovation. The article shows how such practices facilitate the development of an open innovation climate among food companies.Design/methodology/approachAn empirical study was designed to obtain insights into the approach to open innovation of a large sample of food companies (n = 2,458). Secondary data were collected from the sixth European Working Condition Survey. A parallel mediation analysis allowed us to investigate the human resource management practices' implications on individual perceptions of an open innovation-oriented organisational climate through the mediating effect of employees' involvement and engagement.FindingsHuman resource management practices have an impact on employees' skills, motivation and interpersonal relationships, but they do not have direct implications on the employees' perception of an open innovation-oriented organizational climate. As they solicit employees' involvement and engagement, human resource management practices indirectly nurture a favourable perception of an open innovation-oriented organisational climate.Practical implicationsTailored human resource management practices should be crafted to increase employees' capabilities and motivation and, therefore, to sustain open innovation in the food sector. Human resource management practices foster employees' involvement and engagement, which pave the way for a greater proclivity to open innovation at the individual and collective levels.Originality/valueThe article discusses the implications of human resource management practices on the perception of an organisational climate conducive to open innovation, envisioning aspects to focus on and avenues for future research.

scholarly journals Editorial

2016 ◽  
Vol 15 (2) ◽  
pp. v-vi
Author(s):  
Dr S Hanuman Kennedy
Keyword(s):  
Sustainable Development ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Food Quality ◽  
Food Processing ◽  
Management Practices ◽  
Small And Medium Enterprises ◽  
Strategic Human Resource Management ◽  
Medium Enterprises

This issue largely focuses on the topics related to general management. The first article on ‘Impact of Innovative Strategic Human Resource Management Practices on the Performance of Small and Medium Enterprises’– A Case Study of Karnataka by B.K.Sathyanarayana and Nawal Kishor aims at evaluating the application and implementation of Strategic Human Resource Management (SHRM) practices for Small and Medium Enterprises (SMEs) and to examine its impact on organisational performance. Six hundred & forty SMEs in and around the Bangalore District from both Manufacturing and Services Sector responded to the various Strategic Human Resource Management drivers and organizational drivers and it was inferred that there exists a positive significant correlation between these variables.  The next article on sustainable development best management practices in the food processing industry by Uma CS, Basavaraj & Prasanna Joshi attempts to study sustainable development that involves issues like organic farming, food safety and food quality. This paper highlights on the concept of green food system and the approach of good agricultural practices (GAP) which is a new concept that stresses on international quality standards, concerns and commitments about food production, food safety and security, environment sustainability of agriculture. Quality management is equally important in the food industry. Food processing is a capital intensive, water consuming and a polluting industry.  Therefore this paper also studies the management practices in this industry to reduce water wastage, ensuring food quality so the concept of green growth can be achieved. It also throws light on the various Governmental laws and regulations passed to control pollution and ensure food quality and health of the people.

A sequential relationship between entrepreneurial orientation, human resource management practices, collective organisational engagement and innovation performance of small and medium enterprises

2021 ◽  
pp. 026624262110564
Author(s):  
Khuram Shahzad ◽  
Marco De Sisto ◽  
Muhammad Athar Rasheed ◽  
Sami U Bajwa ◽  
Wei Liu ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Entrepreneurial Orientation ◽  
Management Practices ◽  
Small And Medium Enterprises ◽  
Innovation Performance ◽  
Hrm Practices ◽  
Medium Enterprises ◽  
The Relationship

Despite the increasing relevance of entrepreneurial orientation (EO) for innovation performance in the context of small and medium enterprises (SMEs), few studies examine the complexity of the underlying mechanism that explains the relationship between EO and innovation performance. Drawing on the resource-based view (RBV) and signalling theory, we examine an organisation-level model to explain how SME EO predicts innovation performance through human resource management (HRM) practices and collective organisational engagement (COE). We used data collected from 186 human resource managers and 526 employees in SMEs. The results indicate that HRM practices and COE sequentially mediate the relationship between EO and innovation performance. To complement studies that identify an organisation’s micro processes (i.e. employee behaviours as mediators between EO and innovation), this study highlights the need to examine macro processes occurring at the organisation level to account for the EO–innovation performance relationship.

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