A three-fold framework for understanding HRM practices in South-Eastern European SMEs

Abstract

Purpose-We study particular structural and organisational factors affecting the formality of human resource management (HRM) practices in small and medium-sized enterprises (SMEs) in SouthEastern European (SEE) post-communist countries, in particular Serbia, Romania, Bulgaria and the Former Yugoslav Republic of Macedonia (FYROM) in order to understand the antecedents of formalization in such settings. Design/methodology/approach-Adopting a quantitative approach, this study analyses data gathered through a survey of 168 managers of SMEs from throughout the region. Findings-The results show that HRM in SMEs in the SEE region can be understood through a threefold framework which includes: degree of internationalisation of SMEs, sector of SMEs and organisational size of SMEs. These three factors positively affect the level of HRM formalisation in SEE SMEs. These findings are further attributed to the particular political and economic context of the post-communist SEE region. Research limitations/implications-Although specific criteria were set for SME selection, we do not suggest that the study reflects a representative picture of the SEE region because we used a purposive sampling methodology. Practical implications-This article provides useful insights into the factors which influence HRM in SMEs in a particular context. The findings can help business owners and managers understand how HRM can be applied in smaller organisations, particularly in postcommunist SEE business contexts. Originality/value-HRM in SMEs in this region has hardly been studied at all despite their importance. Therefore, this exploratory research seeks to expand knowledge relating to the application of HRM in SMEs in SEE countries which have their business environments dominated by different dynamics in comparison to western European ones.

Do not say a word! Conceptualizing employee silence in a long-term crisis context

“…Furthermore, we studied small enterprises where employee silence represents an under-researched area (Sameer & Ozbilgin, 2014). The literature argues that voice in SMEs is practiced differently than in large organizations due to a lack of formalization (Psychogios, Szamosi, Prouska & Brewster, 2016). Most businesses in our study were non-unionized, and only a few had some type of formal representation at work.…”

“…HRM in SMEs is often informal, emergent and reactive, rather than applied through a systematic approach (Psychogios, Szamosi, Prouska & Brewster, 2016). In terms of employee relations, it has been argued that SMEs develop healthier employee relations than larger organizations (Forth, Bewley & Bryson, 2006) and that job satisfaction in SMEs is partly achieved through informal employee relations (Tsai, SenGupta & Edwards, 2007).…”

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“…Kvalitatív módszertan mellett döntöttünk, mivel úgy véltük, hogy ez a megközelítés alkalmas leginkább a kisvállalatokban zajló tanulási folyamatok kutatására (Short & Gray, 2018). A kutatás földrajzi fókusza önmagában is fontos tényező, mert a közép-európai átmeneti gazdaságokban nagyon kevés empirikus kutatás foglalkozott a KKV-k EEM-gyakorlatával (Gittins & Fink, 2015;Marzec et al, 2009;Pollard & Svarcova, 2009;Psychogios et al, 2016;Richbell et al, 2010;Zientara, 2009;Kárpátiné Daróczi et al, 2016).…”

Application of Complex Adaptive Leadership Approach in Multinational Construction Company in Albania

“…On the other hand, by observing the actual business environment, it can be easily noticed the high amount of pressure for innovation and creativity while the efficient approaches on everyday industries changes are more than required. The trend in leadership science is slowly shifting from oligarchic approach, to polyarchic one (Obolensky, 2014).Considering this, it has been perceived the influence that everyday emergent individual interactions of agents have on enhancing business performance of the organization, known as Complexity Leadership Theory (Lichtenstein et al 2006;Psychogios et al, 2016).In the best case, these dynamic individual actions, if they are not interrupted from the company's bureaucracy, are linked to each other to create a powerful outcome.…”