Australian small and medium sized enterprises (SMEs): A study of high performance management practices

Wiesner, Retha; McDonald, Jim; Banham, Heather C.

doi:10.5172/jmo.2007.13.3.227

Cited by 44 publications

(57 citation statements)

References 45 publications

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“…Performance improvement/quality circles/TQM 8,11,12,14,22,32,37,40,45,48 10 (24%) Does the organization use performance or quality improvement processes to affect change? Employment security/job stability 5,14,22,30,32,38,41,43,44,46 10 (24%) Do employees feel like their jobs are secure? Recruiting 11,12,14,22,32,34,36,45 8 (19%) Does the organization try to recruit the best candidates for the job?…”

Section: Participants For Research Questionmentioning

confidence: 99%

“…Recruiting 11,12,14,22,32,34,36,45 8 (19%) Does the organization try to recruit the best candidates for the job? Internal advancement/promotion 11,12,19,28,35,41,44 7 (17%) Are employees promoted from within the organization? Compensation 11,12,31,38,39,45 6 (14%) Does the organization offer competitive compensation in relation to its peers?…”

Section: Participants For Research Questionmentioning

confidence: 99%

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Engaging Employees

Etchegaray

Thomas

2015

Journal of Patient Safety

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Section: Participants For Research Questionmentioning

confidence: 99%

Section: Participants For Research Questionmentioning

confidence: 99%

Engaging Employees

Etchegaray

Thomas

2015

Journal of Patient Safety

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“…In addition, the language of survey questionnaire was English as this language is commonly used in most of the Pakistani organisations. This survey questionnaire was originally developed and validated by Wiesner et al [11] for the study of 'high performance management practices' in Australian SMEs during 2007. The content validity and reliability of the updated questionnaire were also addressed.…”

Section: Methodsmentioning

confidence: 99%

“…Questionnaire: The survey instrument was adapted from Wiesner et al [11] and was applied in the Pakistani context of this study. In addition, the language of survey questionnaire was English as this language is commonly used in most of the Pakistani organisations.…”

Section: Methodsmentioning

confidence: 99%

“…In this paper a SME is defined as: A small business is defined as an organisation employing one hundred or fewer employees, whereas medium-sized businesses are defined as ranging from 101 to 250 employees (the maximum size of employees are used as 250, as most of the official organisations in Pakistan use this size of employees in their definition of SMEs). Twenty employees are used as the lowest extremity for size because five out the six practices that the study focuses on are functional HRM practices and SMEs with a workforce with more than 20 employees are expected to have some kind of management structure [11]. Pakistan's economy, like that of many developing countries is a direct reflection of its SME sector [12].…”

Section: Introductionmentioning

confidence: 99%

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Exploring recruitment & selection practices in Pakistani SMEs

Raziq

Shaikh

2015

IJBAS

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This study examines the adoption of recruitment & selection practices in Pakistani small & medium-size enterprises (SMEs). The study was conducted in the context of SMEs in the service and manufacturing sector in a Pakistani context. The primary data was collected through a survey of recruitment & selection practices and as such the study is quantitative in nature. For the purpose of this study, a SME is defined as an organization employing between 20 and 250 employees with a small organization employing 20-100 employees and a medium sized organization employing 101 -250 employees. The target population of the study consisted of SMEs operating in the city of Karachi, Pakistan. Stratified random sampling method was applied to collect data from 331 SMEs. Cross tabulation was used to examine the level (low, moderate or high) of adoption of recruitment and selection practices in small and medium size firms. Chi square statistics was used to see the significant differences between small and medium-size firms regarding the use of recruitment and selection practices our findings indicate that there is a low level of adoption of recruitment and selection practices in Pakistani SMEs. There were no significant differences between small and medium-size firms regarding the use of majority of recruitment and selection practices.

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State of the art literature review on performance measurement

Nudurupati

Bititci

Kumar

et al. 2011

Computers & Industrial Engineering

376

269

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The performance measurement revolution started in the late 1970s with the dissatisfaction of traditional backward looking accounting systems. Since then the literature in this field is emerging. Most of the focus was on designing performance measurement system (PMS), with few studies illustrating the issues in implementing and using PMS. Although Management Information Systems (MIS) and change management are important enablers of PMS, their role is not very well understood. Hence the objective of this paper is to review literature on the role of MIS and change management throughout the lifecycle of performance measurement, i.e. design, implementation and use stages. This paper not only discusses the role of MIS and change management throughout PMS lifecycle but also discusses PMS in the context of emerging business environment such as globalization, servitization, and networking in the context of multi-cultural environment. Finally it identifies research challenges for PMS in the emerging business environment

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Australian small and medium sized enterprises (SMEs): A study of high performance management practices

Abstract: While there is extensive management and academic literature on the topic area of high performance management internationally, research on high performance management practices in the Aus

Cited by 44 publications

References 45 publications

Engaging Employees

Engaging Employees

Exploring recruitment & selection practices in Pakistani SMEs

State of the art literature review on performance measurement

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