Job challenges are hindrances too: examining experiences of managers and employees in Finnish SMEs

Abstract

PurposeThe study aims to explore job demands experienced by employees and managers in micro-enterprises and small and medium-sized enterprises (SMEs). Drawing on the job demands framework, the study discusses the experienced demands from the perspective of challenges that create opportunities for learning and achievement and hindrances that create obstacles for work. The study builds on the idea that the same demand can be perceived both as a challenge and a hindrance. That approach opens a path to responding to challenges by reformulating working practices and removing hindrances by designing, developing and crafting jobs and tasks.Design/methodology/approachThe authors analyzed open-ended survey responses (N = 306) to study experienced job demands in 50 micro-enterprises and SMEs, how the perceived demands differ between employees and managers and whether they represent challenge or hindrance demands.FindingsThe authors identified 17 job demand categories most including both challenge and hindrance demands. Time management and prioritization was the most central challenge and hindrance category for both employees and managers. For employees, sales and stakeholder relationships represented the second largest challenge category and communication and information flow was the second largest hindrance category. For managers, the second largest challenge and hindrance categories were organization and management of activities and the fragmentation of work, respectively.Originality/valueBy focusing on employee experience, the achieve a more nuanced understanding of the SME context, which has been dominated by managerial evaluations. The study also advances the discussion on job demands by extending our knowledge of demands that may be experienced both as a challenge and a hindrance.

Theorizing relational people management in micro enterprises: a multi-theoretical perspective

“…This is because these enterprises constitute intense, close and casual working relations among employees and owner-managers (Cu ellar-molina et al, 2019). Relatedly, since micro enterprises are characterized by insufficient resources, less market control and informality, their leverage lies in the kind of relationships created between individuals (Al Mamun et al, 2018;Vanharanta et al, 2022). In these enterprises, people confide in others, support one another, create friendly ties and work harmoniously (Mascarenhas et al, 2010;Shier et al, 2018).…”

“…Relatedly, since micro enterprises are characterized by insufficient resources, less market control and informality, their leverage lies in the kind of relationships created between individuals (Al Mamun et al. , 2018; Vanharanta et al. , 2022).…”

The influence of meaningful work on the mental health of SME employees in the COVID-19 era: can coping strategies mediate the relationship?

“…Considering the characteristics of SME employees, who often contend with heavy workloads [104], overtime demands, and various administrative responsibilities, participants in the study expressed that their job roles contributed to persistent feelings of depression, anxiety, stress, and other mental health issues [105], even amid the pandemic. While meaningful work seems to act as a protective factor, there has been no research exploring whether it can mitigate the impact of stress and enhance the mental health of SME employees during the COVID-19 pandemic.…”

Does meaningful work mediate the relationship between empowering leadership and mental health? Evidence from Malaysian SME employees

“…The qualitative study of Mousa and Samara (2022) revealed that employees who can do meaningful work may experience less stress and have better mental health. Considering the nature of SME employees, who are needed to handle a heavy workload (Vanharanta et al, 2022), work overtime, and perform other admin duties, the participants claimed that their job duties caused them to experience constant depression, anxiety, stress, and other mental disorders (Chhinzer, 2022). Although meaningful work appears to be a protective factor, no research has been done to investigate if it may mitigate the impacts of stress and enhance the mental health of SME employees.…”