Self-Managing Teams in Small and Medium Enterprises (SME)

2014 ◽  
pp. 280-300
Author(s):  
Mercedes Rubio-Andrés ◽  
Santiago Gutiérrez-Broncano ◽  
Luis Varona-Castillo
Keyword(s):  
Human Resource ◽  
High Performance ◽  
Small And Medium Enterprises ◽  
Working Hours ◽  
Shared Responsibility ◽  
Self Control ◽  
Performance Practices ◽  
Personnel Decisions ◽  
Individual Knowledge ◽  
Medium Enterprises

Small and Medium Enterprises (SMEs) are looking for a sustainable and profitable business concept. They use a human resource model according to the situation and establish a democratic system with flexible work, focusing on responsibility and initiative and increasing the self-control of the team´s members. Self-managing teams have been used more and more in recent years in the business environment. They are relatively autonomous work groups whose members share responsibility and leadership to accomplish their independent tasks. Their objective is to develop a type of collective knowledge that requires the pooling of individual knowledge. Their characteristics include independent, autonomous decision making, shared responsibility, and shared leadership. Sometimes, self-managing teams are also responsible for personnel decisions within the team, such as working hours, the selection and contracting of members, dismissal, and even determining salaries. In sum, the authors propose self-managing teams (such as High Performance Practices) as a good human resource management in small and medium enterprises and show how they can help to create organizational effectiveness and competitive advantage in SMEs.

Self-Managing Teams in Small and Medium Enterprises (SME)

2019 ◽  
pp. 1453-1475
Author(s):  
Mercedes Rubio-Andrés ◽  
Santiago Gutiérrez-Broncano ◽  
Luis Varona-Castillo
Keyword(s):  
Human Resource ◽  
High Performance ◽  
Small And Medium Enterprises ◽  
Working Hours ◽  
Shared Responsibility ◽  
Self Control ◽  
Performance Practices ◽  
Personnel Decisions ◽  
Individual Knowledge ◽  
Medium Enterprises

Small and Medium Enterprises (SMEs) are looking for a sustainable and profitable business concept. They use a human resource model according to the situation and establish a democratic system with flexible work, focusing on responsibility and initiative and increasing the self-control of the team´s members. Self-managing teams have been used more and more in recent years in the business environment. They are relatively autonomous work groups whose members share responsibility and leadership to accomplish their independent tasks. Their objective is to develop a type of collective knowledge that requires the pooling of individual knowledge. Their characteristics include independent, autonomous decision making, shared responsibility, and shared leadership. Sometimes, self-managing teams are also responsible for personnel decisions within the team, such as working hours, the selection and contracting of members, dismissal, and even determining salaries. In sum, the authors propose self-managing teams (such as High Performance Practices) as a good human resource management in small and medium enterprises and show how they can help to create organizational effectiveness and competitive advantage in SMEs.

Critical Success Factors of High Performance Work System (HPWS) Practices: Findings from Malaysian SMEs

2020 ◽  
Vol 11 (1) ◽  
pp. 162-162
Author(s):  
Noor Hassanah Husin ◽  
Nur Naha Abu Mansur ◽  
Nur Naha Abu Mansur ◽  
Beni Widarman Yus Kelana
Keyword(s):  
High Performance ◽  
Manufacturing Industry ◽  
Small And Medium Enterprises ◽  
Success Factor ◽  
Good Reliability ◽  
Work System ◽  
Critical Success ◽  
Innovative Work ◽  
High Performance Work System ◽  
Medium Enterprises

Innovation plays a major role and is a crucial component of the organization’s growth. Creativity and innovation have become increasingly popular as key contributors to firm success in the last few decades or so. The incoming technology of Industrial Revolution 4.0 forced many companies to be innovative to compete in technological era. However, many SMEs are not ready and less innovative. Furthermore, there is lack of research focus on HPWS implementation amongst SMEs indicates that further research must be conducted along these lines. Therefore, this study aim to investigate the effect of high performance work system (HPWS) towards innovative work behaviour of employees in small and medium enterprises. This study used quantitative approach to identify the critical success factor of high performance work systems (HPWS) in Malaysian small and medium enterprises (SME) manufacturing industry. This study used descriptive analysis to analyze the data. Five-point Likert scales items ranging from (1-strongly disagree, 5 – strongly agree) employed for measuring the HPWS. Therefore, the total of 81 items survey questions were adapted to obtain the respondents for SME manufacturing industry. Reliability analysis shows that all the HPWS dimensions have very good reliability with Cronbach’s alpha value range from 0.884 to 0.976. According to Tang et al (2014), Cronbach’s alpha range between 0.70 and 0.80 considered as good reliability whereby 0.80 and 0.90 considered as very good reliability. Result also showed that selective staffing has the highest mean score followed by employee participation, which are 3.951 and 3.833 respectively. This proved that selective staffing is most important critical success factor in the HPWS implementation for Malaysian SME manufacturing industry. Keywords: high performance work system, work engagement, innovative work behaviour, small and medium enterprise.

scholarly journals Extrapolative Collaborative Filtering Recommendation System with Word2Vec for Purchased Product for SMEs

2021 ◽  
Vol 13 (13) ◽  
pp. 7156
Author(s):  
Kyoung Jun Lee ◽  
Yu Jeong Hwangbo ◽  
Baek Jeong ◽  
Ji Woong Yoo ◽  
Kyung Yang Park
Keyword(s):  
Collaborative Filtering ◽  
High Performance ◽  
Recommendation System ◽  
Small And Medium Enterprises ◽  
Personal Information ◽  
Business Environment ◽  
Share Data ◽  
Artificial Intelligence Technology ◽  
Medium Enterprises ◽  
Start Ups

Many small and medium enterprises (SMEs) want to introduce recommendation services to boost sales, but they need to have sufficient amounts of data to introduce these recommendation services. This study proposes an extrapolative collaborative filtering (ECF) system that does not directly share data among SMEs but improves recommendation performance for small and medium-sized companies that lack data through the extrapolation of data, which can provide a magical experience to users. Previously, recommendations were made utilizing only data generated by the merchant itself, so it was impossible to recommend goods to new users. However, our ECF system provides appropriate recommendations to new users as well as existing users based on privacy-preserved payment transaction data. To accomplish this, PP2Vec using Word2Vec was developed by utilizing purchase information only, excluding personal information from payment company data. We then compared the performances of single-merchant models and multi-merchant models. For the merchants with more data than SMEs, the performance of the single-merchant model was higher, while for the SME merchants with fewer data, the multi-merchant model’s performance was higher. The ECF System proposed in this study is more suitable for the real-world business environment because it does not directly share data among companies. Our study shows that AI (artificial intelligence) technology can contribute to the sustainability and viability of economic systems by providing high-performance recommendation capability, especially for small and medium-sized enterprises and start-ups.

Performance of supply chain management and digitalization of human resource information in SMEs

2021 ◽  
Vol 9 (2) ◽  
pp. 277-282 ◽  
Author(s):  
Ansa Savad Salim ◽  
M. M. Sulphey
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Human Resource ◽  
Small And Medium Enterprises ◽  
It Infrastructure ◽  
Chain Management ◽  
Resource Information ◽  
Vernacular Language ◽  
Information Practices ◽  
Medium Enterprises

The aim of this study is to determine the influencing factors of Supply Chain Management and digitalization of human resource information practices in the small and medium enterprises of Oman. Digitalization of human resource information is the adoption of electronic means to the human resource activities of Supply Chain Management. In this system, the whole human resource activities are implemented through electronic means with the support of information technology (IT) infrastructure. To measure the Digitalizationof Human Resource Information Practices and the performance level of Supply Chain Management, two adopted constructs from two different studies were used. The study samples were taken from the SMEs of Oman. Almost 180 employees of different provinces responded to the questionnaires translated into vernacular language through google forms and a few hardcopy surveys were distributed to different locations with the support of SMEs and few entrepreneurs. The study found a significant positive relationship between the Performance of SCM and the Digitalization of Human Resource Information of a prominent variable electronic communication and other variables were found with no significant relationship. The finding of the study acts as a significant contributor to the existing literature on SCM as well as human resource management.

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.

Pathway toward environmental sustainability: mediating role of corporate social responsibility in green human resource management practices in small and medium enterprises

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jun Wen ◽  
Hadi Hussain ◽  
Junaid Waheed ◽  
Waheed Ali ◽  
Ihsan Jamil
Keyword(s):  
Corporate Social Responsibility ◽  
Human Resource Management ◽  
Human Resource ◽  
Environmental Sustainability ◽  
Small And Medium Enterprises ◽  
Content Type ◽  
Hrm Practices ◽  
Green Human Resource Management ◽  
Medium Enterprises ◽  
Corporate Social

PurposeRecent research validates an increasing knowledge of environmental concerns in manufacturing small and medium enterprises (SMEs). However, only a few studies maintain that green human resource management (HRM) practices and corporate social responsibility (CSR) play an important role, especially in the case of developing economies. Thus, this study aims to examine the direct and indirect relationship between green HRM practices and environmental sustainability (ES) through the mediation of CSR in SMEs in Pakistan.Design/methodology/approachThe cross-sectional design of this study considers the mechanism by which green HRM practices affect ES through CSR in the context of Pakistani SMEs. The authors collected data from 320 manufacturing SMEs and used the partial least squares structural equation modelling (PLS-SEM) technique to examine the relationship between variables.FindingsThe empirical findings of this study suggest green HRM practices have a positive and significant impact on ES. Further, the second hypothesis is not supported. In addition to the direct impact, the indirect effect of green HRM practices on CSR is positive and significant. Finally, the authors determine that green HRM practices affect ES through the partial mediation of CSR.Originality/valueTo date, this study is the first to use CSR as a mediator between green HRM practices and ES in the context of Pakistani SMEs. The study has important implications for HRM and government policy makers, suggesting they should improve strategies in favour of the green economy. Furthermore, developing countries could design similar studies with different future sustainability factors.

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