Human resource management in small and medium enterprises in Portugal: rhetoric or reality?

Melo, Pedro; Machado, Carolina Feliciana

doi:10.1504/ijesb.2013.055696

Cited by 12 publications

(9 citation statements)

References 27 publications

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“…However, SMEs rarely develop a PMMS owing to the lack of human resources, managerial skills and financial resources (Garengo, 2009;Garengo and Sharma, 2014), especially the latter, preventing the adoption of sufficient holistic and balanced PMMS models such as balanced scorecard and performance prism (Kaplan and Norton, 1992;Neely and Adams, 2001). Human resources are not seen as a strategic factor for SMEs (Melo and Machado, 2013;Jafari-Sadeghi et al, 2020); instead, these businesses rely mainly on financial and operational aspects rather than intangible aspects, such as innovation and research and development (Bititci et al, 2012;Garengo and Biazzo, 2013). A major intangible asset for PMMS improvement is HRM (Bourne et al, 2013;Kaplan, 2012;Kaplan andNorton, 2004, 2005); however, few studies have focused on improving knowledge about how to design a useful PMMS (Bititci, 2015;Sardi et al, 2018).…”

Section: Literature Backgroundmentioning

confidence: 99%

The role of HRM in the innovation of performance measurement and management systems: a multiple case study in SMEs

Sardi

Sorano

Garengo

et al. 2020

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PurposeLiterature identifies the key relevance of human resource management (HRM) in the creation of an organisational performance measurement and management system, while, in practice, small and medium-sized enterprises (SMEs) continue to prioritise financial and operational aspects. This study aims to identify the main characteristics that typify an advanced performance measurement and management system in SMEs, according to the literature dedicated to performance measurement and HRM.Design/methodology/approachThrough a multiple-case study methodology, the research deeply investigates four European SMEs. Empirical data were collected through interviews, company documents and direct observations. Then, within- and cross-case analysis were implemented to analyse the data.FindingsIn designing organisational performance measurement and management systems in SMEs, HRM emerges as essential in supporting the enhancement of the maturity of performance measurement and the improvement of performance management. Through a framework based on the relevant literature, this research identifies three conceptual propositions that highlight the main characteristics that typify advanced performance measurement and management systems in SMEs.Research limitations/implicationsThe research identifies a conceptual framework suitable to investigate empirically the role of HRM in developing performance measurement and management systems at SMEs, and it lays the foundation for future broader empirical studies in this field.Originality/valueThis paper underlines HRM as an important driver in the creation of organisational performance measurement and management systems. Moreover, it suggests some key characteristics that such a system should develop to be effective in the target enterprises.

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Section: Literature Backgroundmentioning

confidence: 99%

The role of HRM in the innovation of performance measurement and management systems: a multiple case study in SMEs

Sardi

Sorano

Garengo

et al. 2020

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“…There is a wide variety of forms of implementation of HRM practices in SMEs (Cardon & Stevens, 2004;Cassell et al, 2002), with a tendency towards more informality and limited connection to business strategy (Cardon & Stevens, 2004;Kotey & Slade, 2005;Melo & Machado, 2013). There are substantial differences between large and small enterprises and consequently the adaptation of standard HRM model to SMEs has proven unsatisfactory (Cardon & Stevens, 2004;de Kok & Uhlaner, 2001;Ghobadian & Gallear, 1997).…”

Section: Introductionmentioning

confidence: 99%

Human resource management in small and medium-sized enterprises: A performance model definition

Melo¹,

Machado²,

Brewster³

2023

Strategic Management

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Background: Nowadays, studying small and medium-sized companies, particularly with regard to the management of human resources that takes place in them, is particularly relevant. Effectively, knowing that about 99.8% of companies are small and medium-sized, contributing very significantly to high levels of employability, it is extremely important to understand the role that people management assumes in these organizations, as well as which are the factors, both internal and external, that exert the greatest influence on them. Purpose: In this paper we investigate internal and external factors of small business likely to correlate with a more formal and structured human resource management. Study design/methodology/approach A conceptual model was defined through the literature on human resource management and its consistency was tested through three methodological steps (exploratory interviews; readjustment of variables with the Delphi method; multivariate statistical tests). From a survey of 186 smaller firms in Portugal, we tested conceptual model by structural equation modelling. Findings/conclusions: The analysis reveals that dimensions such as organizational structure, management and communication style, career management, organizational flexibility, organizational strategy and national culture are positively related to more formal and structured human resource management practices and policies. Limitations/future research: Due to its complexity, both at the level of the conceptual analysis and the empirical level, this study presents some limitations, namely, and among others, the complexity of the number of dimensions and variables under analysis, and the complexity of the model being tested. A broader line of research could include collecting data from employee. This analysis would allow for a different perspective of the company's procedures and would broaden some issues that are less detailed in this study.

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“…Most companies have some form of HRM, even unstructured and piecemeal. There are companies that invest more in recruitment and selection, whereas others invest in training and development, performance evaluation, and incentives (P. R. N. Melo & Machado, ). HRM practices in the studied SMEs seem to be quite traditional rather than noticeably agile, practical, or innovative.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Corporate culture in small and medium enterprises: Application of corporate social responsibility theory

Getele

Arrive

2019

Corp Soc Responsibility Env

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The small and medium enterprises play a major role in creating jobs and therefore minimize the unemployment rate to attain corporate sustainable development. Its attention on corporate social responsibility is in doubt about their corporate culture including corporate image and motivation of employees. The purpose of this study is to identify the impact of corporate social responsibility in small and medium enterprises image and employees motivation in terms of environmental and social practices dimension. A quantitative sampling method of 34 small and medium enterprises in the global south was used. The result of this research shows that the variables of environmental dimensions have a significant impact on image and motivation than the variables of social dimensions such as human resources management and community practices. The study indicates that having corporate social responsibility in terms of environmental practices is the main factor in the effective business image and employees motivation.

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Human resource management in small and medium enterprises in Portugal: rhetoric or reality?

Cited by 12 publications

References 27 publications

The role of HRM in the innovation of performance measurement and management systems: a multiple case study in SMEs

The role of HRM in the innovation of performance measurement and management systems: a multiple case study in SMEs

Human resource management in small and medium-sized enterprises: A performance model definition

Corporate culture in small and medium enterprises: Application of corporate social responsibility theory

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