HRM in small and mediumsized enterprises (SMEs)

Dundon, Tony; Wilkinson, Adrian

doi:10.4324/9781315299556-10

Cited by 27 publications

(25 citation statements)

References 31 publications

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“…SMEs play an important role on the growth of the economies of the developing countries. SMEs are also known as major sources of the employment generation for various countries (Dundon & Wilkinson, 2018). However, Chiang (2018) stated that, few studies have been conducted associated with the SMEs performance in developing countries including Pakistan.…”

Section: Introductionmentioning

confidence: 99%

Internal capabilities and SMEs performance: A case of textile industry in Pakistan

Arshad¹,

Arshad²

2019

10.5267/j.msl

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The small and medium-sized enterprises (SMEs) play an important role on the growth of the economies of developing countries. In Pakistan, SMEs hold about 90 percent of the total businesses including the textile industry. The performance of SMEs in the textile industry is influenced by several factors including the internal capabilities of the firms. Hence the primary objective of the study is to examine the relationship between the internal capabilities namely Innovation Capability, Absorptive Capacity and SMEs Performance among textile firms in Pakistan. The study is conducted using quantitative research. There are 377 questionnaires distributed among textiles SMEs of Pakistan and they were analyzed using some statistical tests. The results reveal that innovation capability and absorptive capacity influenced the performance of SMEs, positively.

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Section: Introductionmentioning

confidence: 99%

Internal capabilities and SMEs performance: A case of textile industry in Pakistan

Arshad¹,

Arshad²

2019

10.5267/j.msl

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“…Firm size has been regarded as a factor affecting organizational practices in both HRM and CSR literature (Harney & Dundon, 2006;Darnall et al, 2010;Wickert et al, 2016;Berk, 2017;Dundon & Wilkinson, 2018). 'The labour-intensive nature of SMEs, coupled with their resource-poverty,' as Harney & Nolan (2014, p. 156) note, 'means that they offer a fruitful context in which to examine HRM interventions'.…”

Section: The Moderating Effect Of Csr Practicesmentioning

confidence: 99%

“…A common theme that emerges in both works of literature is informality. Although there appears to be variation within SMEs in contrast to large firms, they tend not to develop formal HRM and CSR orientations, do not have specialized HRM and CSR departments, and do not consistently measure and report HRM and CSR outcomes (Jenkins, 2006;Jamali et al, 2009;Vazquez-Carrasco & Eugenia Lopez-Perez, 2013;Wickert et al, 2016;Dundon & Wilkinson, 2018). The extent of HRM formalization, as Harney and Dundon (2006) and Harney and Nolan (2014) note, should not be seen as indicative of the substance of HRM: informal approaches can satisfy HR needs and make sense, as businesses adopt various practices based on their priorities and needs.…”

Section: The Moderating Effect Of Csr Practicesmentioning

confidence: 99%

HRM Policies and SMEs Performance: The Moderating Role of CSR Orientation

Marín¹,

Lozano‐Reina²,

Beglaryan³

2022

CEBR

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A growing interest in human resource management (HRM) in small and medium enterprises (SMEs) has not been accompanied by increased knowledge of how different HRM policy orientations can affect SMEs' effectiveness. In this way, the goal of this paper is twofold: to test whether the orientation of HRM towards high-performance work practices (HPWP)represented by the Abilities-Motivation-Opportunities (AMO) framework-allows SMEs to achieve better performance and to test the moderating role of corporate social responsibility (CSR) orientation. Based on a telephone questionnaire together with data collected from a sample consisting of 1,136 Spanish SMEs that operate in the industrial or services sector, our results show that SMEs perform better when HRM policies are oriented towards the AMO model. In addition, our findings highlight that this performance impact of orienting HRM towards HPWP is positively moderated by a CSR orientation. This paper thus complements HRM-related literature by adding new evidence exploring the impact of the AMO model on firm performance as well as the role played by CSR orientation within the SME context. Implications for the central European audience: Managers should be aware of the importance of considering and implementing appropriate ability, motivation, and opportunity policies for their employees in order to enhance SME performance. In addition, the importance of a CSR orientation is highlighted, which intensifies the impact of HPWP on firm performance. This empirical paper brings evidence from the underexplored high-performance work policies in SMEs, given their importance in stimulating employee and organizational performance. It also takes into account the particularities of the Spanish context, where most businesses are considered to be SMEs.

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“…Psychogios et al (2016) concurred and argued that given the small size of the employee stock in SMEs it follows that the ownermanager has to assume the HR management roles in the firm. However, given the multiplicity of managerial functions, the owner-manager is expected to fulfill, in most instances, the management of HR in family-owned SMEs is done informally as this is amenable with the competence of the owner-manager who in most instances is not an HR expert (Dundon & Wilkinson, 2018). Basly (2015) admitted to this analysis and reported that in family-owned SMEs, the family may try to keep the HR function under the control of the owner-manager who in most instances will lack expertise in HR management.…”

Section: Effort Expectancy Of Formalising Human Resources Practicesmentioning

confidence: 99%

Formalising human resource practices in family-owned accommodation Small and Medium-sized Enterprises (SMEs): Integrating owner-manager’s personal characteristics with aspects of the UTAUT model

Nyamubarwa

Chipunza

2021

SA Journal of Human Resource Management

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Orientation: The decision to formalise human resource (HR) practices by family-owned small and medium-sized enterprises (SME) is regarded as one of the key managerial practices that the owner-manager may institute to unlock firm value. Given this owner manager’s overarching role in the decision-making processes, the extent to which his or her personal attributes manifest themselves in deciding to formalise human resource management practices within a specific decision-making model is still a grey area in studies of family businesses.Research purpose: This study aims to use aspects of the Unified Theory of Acceptance and Use of Technology (UTAUT) model to explain how owner-manager’s personal characteristics that influences the decision to formalise HR practices in family-owned SMEs.Motivations for the study: Previous studies have failed to use recent decision-making models to explain HR formalisation in family businesses and therefore there is dearth of empirical evidence on how owner-managers’ personal characteristic influence their decision to formalise HR practices.Research approach/design and method: Data was collected using convenience sampling method and the data was analysed using Structural Equation Modelling (SEM) to test the veracity of the proposed structural model.Main findings: The owner-manager’s personal attributes have a strong bearing on the decision-making processes in family-owned SMEs.Practical/managerial implications: The study identifies some personal considerations that are important in the decision to formalise HR practices in family-owned SMEs.Contribution/value-add: The study contributes to literature on formalising HR practices in family businesses by integrating aspects of an existing decision-making model and demographic characteristics.

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HRM in small and mediumsized enterprises (SMEs)

Cited by 27 publications

References 31 publications

Internal capabilities and SMEs performance: A case of textile industry in Pakistan

Internal capabilities and SMEs performance: A case of textile industry in Pakistan

HRM Policies and SMEs Performance: The Moderating Role of CSR Orientation

Formalising human resource practices in family-owned accommodation Small and Medium-sized Enterprises (SMEs): Integrating owner-manager’s personal characteristics with aspects of the UTAUT model

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