What human resource practitioners need to know for the Twenty-First Century

Burke, W. Warner

doi:10.1002/(sici)1099-050x(199721)36:1<71::aid-hrm12>3.0.co;2-h

Cited by 20 publications

(1 citation statement)

References 11 publications

(13 reference statements)

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“…While most SMEs cannot afford to pay corporate salaries (Rowden 2002a), there is some evidence that employee equity compensation has a positive impact on growth of SMEs (Arbaugh et al 2004). Compensation is perhaps the most obvious incentive for employee retention and productivity, however other equally effective motivators have been identified, including commitment to the company's vision, the job itself, skill level, and performance recognition (Huselid 1995;Burke 1997).…”

Section: Compensation and Benefitsmentioning

confidence: 99%

Does my business need a human resources function? a decision–making model for small and medium-sized firms

Ghassemieh¹,

Thach

Gilinsky

2005

New England Journal of Entrepreneurship

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The questions of when and what types of human resource (HR) support are needed tend to be unanswerable for small and medium-sized enterprises (SMEs). This article addresses this gap in the strategic HR literature. Hiring, training, employee retention/satisfaction, wages and benefits programs, and worker's compensation insurance are important to SMEs seeking to build strong capabilities and resources and to increase their competitive advantage.This article presents an analysis of the existing HR literature for SMEs. It introduces a decision model to help SMEs choose a cost-effective HR strategy, listing a range of options from hiring the HR function to electronic HR (eHR) and outsourcing

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Section: Compensation and Benefitsmentioning

confidence: 99%

Does my business need a human resources function? a decision–making model for small and medium-sized firms

Ghassemieh¹,

Thach

Gilinsky

2005

New England Journal of Entrepreneurship

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“Partners in perfection”: Human resources facilitating creation and ongoing implementation of self‐managed manufacturing teams in a small medium enterprise

Fazzari

Mosca

2009

Human Resource Dev Quarterly

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The HR competencies‐HR effectiveness link: A study in Taiwanese high‐tech companies

Han

Chou

Chao

et al. 2006

Human Resource Management

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This article explores the relationship between HR competencies and HR effectiveness as perceived by line managers and employees within 39 surveyed Taiwanese high‐tech firms. The data were collected from multiple constituencies in the form of four targeted surveys, and the analysis was conducted at the firm level. Respondents included 182 high‐level executives, 152 HR managers, 320 line managers, and 1,262 employees. Results suggest that in the Taiwanese high‐tech context, HR competencies of field expertise and change management are strongly related to HR effectiveness as perceived by line managers and employees, while business knowledge is not. Managerial implications and future research direction are also discussed in the article. This study contributes to a better understanding of HRM competencies and HR effectiveness within an international context. © 2006 Wiley Periodicals, Inc.

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What human resource practitioners need to know for the Twenty-First Century

Cited by 20 publications

References 11 publications

Does my business need a human resources function? a decision–making model for small and medium-sized firms

Does my business need a human resources function? a decision–making model for small and medium-sized firms

“Partners in perfection”: Human resources facilitating creation and ongoing implementation of self‐managed manufacturing teams in a small medium enterprise

The HR competencies‐HR effectiveness link: A study in Taiwanese high‐tech companies

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