A model of small business HR growth management

Mazzarol, Tim

doi:10.1108/13552550310461036

Cited by 73 publications

(66 citation statements)

References 29 publications

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“…According to Mazzarol (2003) and Fraza (1998) the faster the growth, the more likely the business is to experience human resource problems and one of the main problems is finding and retaining high quality employees. Mazzarol (2003) warns that as a firm grows and the number of employees increases, so the complexity of human resource management intensifies and therefore, developing formal human resource policies and practices becomes of greater importance to the long term success of the small enterprise. Further, research has shown that the informal nature of human resource management in small businesses contributes to difficulties in recruiting and retaining employees (Barrett and Mayson, 2004).…”

Section: Strategic Human Resource Management and Small Businessesmentioning

confidence: 99%

Small business owners: too busy to train?

Walker

Redmond

Webster

et al. 2007

Journal of Small Business and Enterprise Development

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Purpose -The reasons often cited for the poor relationship between small businesses and their uptake of vocational education and training is because small business ownermanagers claim they are too busy to engage in training or any type of learning activity and that most training is of little value to them. The aim of the research was to examine the relationship between these factors.Design/ Methodology/ Approach -Using qualitative research methods the study collected data of the knowledge, attitudes and needs of small business ownermanagers, both before and after participation in a training program.Findings -This study has indicated that small business owners are interested in skills development and training opportunities, providing they are directly applicable to the current situation in their business, and as long as the delivery process is carefully structured in terms of location, time of day, and length of session.Practical Implications -The success of a human resource management training program offers both an incentive for other educators to continue to pursue small business participation and useful guidelines for the implementation and the development of new programs for the small business sector.Originality/Value -The approach taken in this research has offered important insights of the value of training and how it is evaluated by small business owner-2 managers. This is important as owner managers are the primary decision makers about whether or not training takes place.

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Section: Strategic Human Resource Management and Small Businessesmentioning

confidence: 99%

Small business owners: too busy to train?

Walker

Redmond

Webster

et al. 2007

Journal of Small Business and Enterprise Development

View full text Add to dashboard Cite

show abstract

“…Empirical evidence suggests a notable tendency to informality in managerial action, perhaps as a result of spatial and social proximity of owners, managers and labour and blurred power relations (Edwards, 2003;Marlow, 2005). Q2 Small firm owners are said to have a preference for personal supervision of employees, enabling close performance monitoring but also strengthening social ties (Mazzarol, 2003). Axiomatically, a reluctance to delegate authority to specialists leads to an absence of professionally informed or managed human resources (HR) policy and practice (Cully et al, 1999;Forth, Bewley and Bryson, 2006;Mazzarol, 2003).…”

Section: Introductionmentioning

confidence: 99%

“…Q2 Small firm owners are said to have a preference for personal supervision of employees, enabling close performance monitoring but also strengthening social ties (Mazzarol, 2003). Axiomatically, a reluctance to delegate authority to specialists leads to an absence of professionally informed or managed human resources (HR) policy and practice (Cully et al, 1999;Forth, Bewley and Bryson, 2006;Mazzarol, 2003). The interaction of a personal presence and an absence of professionalized practice therefore facilitates an informally negotiated employment relationship embedded in a range of economic, political and social networks (Edwards and Ram, 2006).…”

Section: Introductionmentioning

confidence: 99%

Informality and Formality in Medium‐sized Companies: Contestation and Synchronization

Marlow

Taylor

Thompson

2010

British J of Management

137

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Accounts of managerial practice in small and medium-sized firms frequently draw upon notions of formality and informality. In this paper, we explore the relationship between these concepts through an analysis of managerial approaches to employment relations practice in six growing, medium-sized organizations. Drawing on recent conceptual work on informality and formality, we argue that the use of the terms in previous analyses tends to neglect the co-dependency of both the concepts and managerial approaches to the employment relationship. We present an alternative conceptualization of formalization and informalization processes that emphasizes synchronization through interactional practices. Through this analysis, we suggest that debate in this area can be reframed through thinking of informality and formality as a dualism rather than a dichotomy, and challenge the notion that small firms must, should or inevitably do move from informality to formality. From this, we construct an inclusive model of formality and informality that better reflects practice and enables further analytical development.

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“…However, for SMEs which often rely on informal learning (e.g. Mazzarol, 2003;Ellinger and Cseh, 2007;Saru, 2007;Marsick, 2009), their learning practices -whether they develop with growth or not -are still under-researched. Among very few previous studies, Rutherford et al (2003), Jones's (2004), and Kotey and Sheridan's (2004) may be the closest references, which compare human resource management (HRM) practices (including training) in SMEs between growth stages.…”

Section: Literature Reviewmentioning

confidence: 99%

Redesigning Independent Community Empowerment Model For Household Craftsmen

Utomo¹,

Hamdani²,

Riyanto³

et al. 2017

SMBR

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Redesigning the model of independent community empowerment program can be performed by (1) reviewing the factors to develop independent empowerment for household craftsmen in Surakarta, (2) identifying various government policy that support the development of household craftsmen's independency in Surakarta, and (3) formulate the redesigned model of independent community empowerment for household craftsmen in Surakarta. The subject of this study is household craftsmen in Surakarta, Central Java Province. This study is a research and development type, started with survey and need assessment for developing craftsmen's independency in entrepreneurship based on community's characters and values, media to implement the proposed model, action, and evaluation. This study will be conducted in Banjarsari sub-district in Surakarta municipality. Observation, interview, demonstration, and simulation will be employed in this study to collect the data. The data will be analyzed using mixed technique between descriptive and quantitative technique. Through FGD we will formulate the concept of redesigned model for developing independent community empowerment for household craftsmen. In this study we have collected the data on the potency of studied area; the data on the (2) the data on the number of prevalent entrepreneurs, (3) performing need assessment of household craftsmen in Surakarta, which will enable us to formulate the redesigned model of independent community empowerment for household craftsmen. The final aim of this study is applying the redesigned model of independent community empowerment for household craftsmen in order to achieve entrepreneurs' business independency.

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A model of small business HR growth management

Cited by 73 publications

References 29 publications

Small business owners: too busy to train?

Small business owners: too busy to train?

Informality and Formality in Medium‐sized Companies: Contestation and Synchronization

Redesigning Independent Community Empowerment Model For Household Craftsmen

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