Human Resource Management 2018
DOI: 10.4324/9781315299556-10
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HRM in small and mediumsized enterprises (SMEs)

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Cited by 27 publications
(25 citation statements)
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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%
“…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%
“…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%
“…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%