This paper examines the findings of a large‐scale postal survey based on an adaptation of the Cranfield Network (CRANET) Survey of International Strategic Human Resource Management (SHRM) to facilitate the analysis of HRM practices in the SME business environment. These findings are considered in light of a review of HRM literature. The survey utilised a sample of 1,369 organisations representing every company employing between 20‐100 people in Northern Ireland. This paper analyses key issues emerging from the 219 (16 per cent) responses received and provides a comparison of HRM practices in family and non‐family businesses. Overall, the findings suggest that family business practices within HRM are different than their non‐family counterparts.
The rapid development of technology and the consequent change in working practices require a dramatically different approach towards training and development in organisations than has traditionally been the case. A review of the literature reveals a negative attitude towards training and development in SMEs, with long-term strategy being substituted for short-term financial gain. Our results confirm this conjecture that the same holds true in Northern Ireland, which is witnessing rapid technological advancement. This article lays the foundations for a body of work which will provide greater insights into training and development needs in SMEs.
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