Effective Human Resources Management Practices in Small and Medium Enterprises

2016 ◽  
pp. 1023-1055
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.

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.

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.

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.

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.

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.

The Effect of Human Resource Management Practices on Organizational Commitment in SEMs in Hanoi

2020 ◽  
Vol 36 (4) ◽  
Author(s):  
Dang Thi Huong
Keyword(s):  
Organizational Commitment ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Organizational Support ◽  
Service Sector ◽  
Management Practices ◽  
Small And Medium Enterprises ◽  
Working Environment ◽  
Medium Enterprises

The article measures the effect of Human Resource Management (HRM) practices on organizational commitment in small and medium enterprises (SMEs). A survey of 379 employees working in Hanoi based SMEs in the commercial and service sector indicates that human resource training and development, performance evaluation, remuneration, job security, working environment, and organizational support have a positive affect on organizational commitment. The article then proposes several solutions to enhance organizational commitment in SMEs.

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