2008
DOI: 10.1108/13552550810910988
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HRM practices and systems within South‐Asian small businesses

Abstract: Purpose -The aim of this paper is to highlight differences and similarities in human resource management (HRM) practices between first-and second-generation South Asian entrepreneurs and the extent to which such practices support an integrated HRM system. Design/methodology/approach -The paper draws its theoretical underpinning via five "generic HRM functions" and practices, i.e. selection, appraisals, reward, development, and strategy. To help understand the application of such practices from an ethnic dimens… Show more

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Cited by 21 publications
(16 citation statements)
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“…Scientists considered changes in work with personnel caused by aging workers, the changing nature of labour, and the globalization of the economy. Possible violations of labour legislation in relation to ethnic minorities in the transformation of personnel management were analyzed [5]. As a basis for the research, such functions of personnel management as selection in hiring, assessment of employees' activities, remuneration and development of personnel strategy were taken.…”
Section: Methodsmentioning
confidence: 99%
“…Scientists considered changes in work with personnel caused by aging workers, the changing nature of labour, and the globalization of the economy. Possible violations of labour legislation in relation to ethnic minorities in the transformation of personnel management were analyzed [5]. As a basis for the research, such functions of personnel management as selection in hiring, assessment of employees' activities, remuneration and development of personnel strategy were taken.…”
Section: Methodsmentioning
confidence: 99%
“…While Asian communities have a business culture of easily accessing ethnic resources, Africans (due to their history of oppression) do not have a similar culture (Basu and Altinay, ). However, there is a general agreement that through informal co‐ethnic networks, migrant entrepreneurs have access to family and extended family labour, and this has provided flexibility (McPherson, ). Family and extended family are prepared to work long hours and are controlled and managed easily.…”
Section: Model Developmentmentioning
confidence: 99%
“…With the above firmly in mind, working from a generational South Asian perspective and within the respondents own frame of reference, the aim of this paper is to examine the notion that entrepreneurial intention, ability and opportunity inform business growth, development and how the entrepreneur defines the success thereof. Thus, the paper offers insight into the implications of the respondents' goals and aspirations and how these reflect business success, growth or otherwise, and management practices (Arcand 2012;Gratton, 1994;McPherson, 2007McPherson, , 2008Priporas & Vangelinos 2008;Wind 1981). In essence, the outcome of this approach will contribute to our understanding in terms of how entrepreneurial 'intention, ability and opportunity' is considered within business growth or factors that may inhibit growth.…”
Section: Introductionmentioning
confidence: 99%