The HR decision-maker’s emotional intelligence and SME performance

Cuéllar-Molina, Deybbi; Déniz, María de la Cruz Déniz; Cabrera, Antonia Mercedes García

doi:10.1108/mrr-10-2018-0373

Cited by 8 publications

(5 citation statements)

References 122 publications

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“…At the same time, the role of emotional intelligence in SME's human resource decision-makers began to be studied and the importance of using a relational approach as well as a cognitive basis to manage and decide was pointed out [65]. What seems to emerge from these different views is the importance of presenting new models that can be adequate and used as tools for talent management in SMEs.…”

Section: Talent Management and Human Resource Decision Makingmentioning

confidence: 99%

Employer Branding Applied to SMEs: A Pioneering Model Proposal for Attracting and Retaining Talent

et al. 2020

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Most business enterprises are small and medium-sized enterprises (SMEs), and many of them are without a human resource and recruitment department. Thus, one of the challenges that organizations currently face is to find a strategy to retain and attract talent. To overcome this difficulty, enterprises must invest in employer branding policies and be aware of the factors that differentiate them from others when attracting employees. This study aims to develop an employer branding model applicable to SMEs, to increase and enhance the attraction and retention of talents. An exploratory approach based on a quantitative perspective was adopted to develop an employer branding model applied to SMEs, with two major reference employer branding models and frameworks used as the main support. The model of employer branding was applied to SMEs regarding four dimensions, whereby essential questions are asked, namely (1) organizational culture (e.g., do employees have a job description aligned with the corporate culture?), (2) company strategy (e.g., what is the strategy if business volume decreases?), (3) company reputation (e.g., how do you perceive and treat negative feedback?), and (4) reward systems (e.g., do you feel that your employees are motivated intrinsically or extrinsically or both?), ordered by layers based on a logical sequence. The new proposed model is expected to serve as a useful strategic tool and as a basis for attracting, retaining and managing talent, specifically in the SMEs context. This new model provides a set of strategic and competitiveness benefits for SMEs, while contributing to making enterprises more profitable. The model also contributes to SMEs having a better image and reputation, enabling them to stand out from others in the war for talent.

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Section: Talent Management and Human Resource Decision Makingmentioning

confidence: 99%

Employer Branding Applied to SMEs: A Pioneering Model Proposal for Attracting and Retaining Talent

et al. 2020

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“…Policymakers and investors should be aware of the potential role of owners' personal characteristics and socio-emotional abilities in their strategic decision-making when facing crises. Cu ellar Molina et al (2019) suggested that an adequate understanding of the importance of EI can guide efforts to boost the competitiveness of small businesses. The results of our study join the meager existing evidence suggesting more attention needs to be paid to business owners and leaders' personality predispositions, with emphasis on traits and abilities that relate to processing and coping with emotional and other crisis-related experiences, as these factors show associations with behaviors that are known to affect business performance and survival.…”

Section: Discussionmentioning

confidence: 99%

“…Studies have found a relationship between the characteristics of top management teams and their firm performance because top management is responsible for handling different organizational architectures and orchestrating the allocation of resources from existing to new business domains (Kiss et al , 2020). Cuéllar Molina et al (2019) found that the EI of human resource managers of small- and medium-sized enterprises affected their decision-making and determined firm performance in terms of the generation of valuable human resources and financial outcomes. In their watershed empirical study, Miller and Toulouse (1986) found that CEO’s personality characteristics in terms of flexibility and locus of control related more strongly to organizational characteristics and corporate performance in small than in large firms, and were somewhat stronger in dynamic environments.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Personal characteristics of small business owners and their strategic change behavior during the COVID-19 pandemic

Gimmon

Zysberg²

2023

MRR

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Purpose This study aims to present and test a model of small business owners’ adaptation during the COVID-19 pandemic, through the lenses of the resource-based view of the firm, upper echelon theory (UET) and positive psychology. Specifically, it examined the relationships between personal characteristics and strategic pivot behavior in a sample of small business owners during a peak period of the crisis in Israel. Design/methodology/approach A sample (N = 202) of small business owners provided information on their business and demographics, and responded to questionnaires assessing their personality (Big Five personality traits), emotional intelligence (EI) and reported the extent to which they implemented strategic changes during the pandemic. These changes were categorized as “positive” (e.g. shifting to new markets, adding partners or investors) or “negative’ (e.g. letting employees go). Findings The results partially support an association between personality traits and “positive” strategic change behavior, mediated by EI. Research limitations/implications The results suggest that business owners' personality traits, and chief among them – EI may play a key role in enabling flexibility when dealing with a long-term crisis or threat. However, market and legislative differences between markets may limit the generalizability to other sectors or countries. Originality/value To the best of the authors’ knowledge, this study is among the first to address small businesses’ COVID-19-related challenges from a personal-resource perspective by applying a theoretical lens integrating the RBV of the firm, UET and positive psychology. The findings provide a better understanding of the ways in which business owners’ personal resources account for business pivot behavior in times of crisis.

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“…They note that “limiting the relevant environmental variables to factors within the organization overlooks variables that have important effects on performance” (Blumberg and Pringle, 1982, p. 564). However, Jiang and Messersmith’s (2018) watershed meta-analysis shifted the paradigm to opportunity-enhancing HR practices, which focuses on internal practices like the effective use of job design, workgroups, employee involvement, knowledge sharing and formal reporting structures (Cuéllar-Molina et al , 2019; Szulc and Smith, 2021). Our framework suggests that the external environment impacts performance such that the effective allocation and deployment of the strategic human capital assets is vital to the overall effectiveness of any high-performance work system.…”

Section: Discussionmentioning

confidence: 99%

Triaging your human capital: an integrative perspective on strategic human capital asset allocation

Bonner

Neely

Stone

et al. 2022

MRR

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Purpose The purpose of this paper is to provide an overarching framework to guide the understanding of the allocation and deployment of strategic human capital assets within an organization. Using the concept of medical triage with business units analogous to “patients” and their performance to “symptoms or injuries,” the framework suggests a “steal from the poor” perspective that is counter to conventional organizational decline literature. Design/methodology/approach This is a conceptual paper proposing that there are five different categories of business unit need for human capital assets: expectant, deceased, immediate, delayed or minimal; all based on the type of environment and holistic performance of the business unit. Based on a business unit’s specific situation, the authors suggest a process model guiding how to conduct a triage analysis to optimize the allocation of strategic human capital assets within an organization. Findings The authors argue that current trends in assessing strategic human capital assets which make comparisons across organizations are necessary but insufficient (e.g. comparing a store to other stores in its district or region). Each business unit has its own unique internal capabilities and external constraints that also must be accurately assessed to make an informed organizational-level decision about where and how to deploy strategic human capital assets. Originality/value Borrowing from medical science, this paper demonstrates a new conceptual framework with propositions for researchers and guidance for practitioners.

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The HR decision-maker’s emotional intelligence and SME performance

Cited by 8 publications

References 122 publications

Employer Branding Applied to SMEs: A Pioneering Model Proposal for Attracting and Retaining Talent

Employer Branding Applied to SMEs: A Pioneering Model Proposal for Attracting and Retaining Talent

Personal characteristics of small business owners and their strategic change behavior during the COVID-19 pandemic

Triaging your human capital: an integrative perspective on strategic human capital asset allocation

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