Perceived Acute Human Resource Management Problems in Small and Medium Firms: An Empirical Examination

Tocher, Neil; Rutherford, Matthew W.

doi:10.1111/j.1540-6520.2009.00299.x

Cited by 63 publications

(85 citation statements)

References 69 publications

(149 reference statements)

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“…Consequently, SMEs may be likely to comply with, but not be willing to go beyond, environmental regulations [74]. Hence, these practices may not be corporate priorities in SMEs [75].…”

Section: Discussionmentioning

confidence: 99%

Sustainable Leadership Practices Driving Financial Performance: Empirical Evidence from Thai SMEs

2016

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Many managers and researchers alike are asking: What does an enterprise need to do to generate a proper balance between economic, social, and ecological objectives while gaining superior corporate financial performance, resilience, and sustainability? Several leadership concepts for enhancing organizational sustainability have emerged in recent years, but none provides an integrative approach, with the exception of Sustainable Leadership (SL). However, empirical research examining the effects of various SL practices on financial performance and other business outcomes is lacking. This article addresses this gap by empirically investigating the relationships between 23 SL practices and financial performance. Using a cross-sectional survey, data stem from 439 managers in small and medium-sized enterprises (SMEs) in Thailand. Of the 23 SL practices in SL, 16 were significantly associated with corporate financial performance. Four SL practices, in particular-amicable labor relations, valuing employees, social responsibility, plus strong and shared vision-were significant drivers, and positive predictors, of enhanced long-term firm performance. Lastly, implications, limitations, and future directions are discussed.

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“…Consequently, SMEs may be likely to comply with, but not be willing to go beyond, environmental regulations [74]. Hence, these practices may not be corporate priorities in SMEs [75].…”

Section: Discussionmentioning

confidence: 99%

Sustainable Leadership Practices Driving Financial Performance: Empirical Evidence from Thai SMEs

2016

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“…The final market-related factor concerns the industry in which the small business operates (Tocher and Rutherford 2009). Variation in the uptake of HPWPs by industry sector might be expected for several reasons.…”

Section: Market-related Factorsmentioning

confidence: 99%

The adoption of high performance work practices in small businesses: the influence of markets, business characteristics and HR expertise

Ning

Bacon

Hoque

2013

The International Journal of Human Resource Management

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This paper explores the extent to which the adoption of High Performance Work Practices (HPWPs) in UK small businesses with fewer than 50 employees is associated with the nature of the market in which the business operates, its business characteristics and its access to HR expertise. Drawing on data from the 2004 Workplace Employment Relations Survey, the analysis suggests that, where market-related factors are concerned, the uptake of HPWPs is higher in small businesses that require a highly-skilled workforce but is unrelated to either the degree of market competition or the presence of large dominant customers. In terms of access to HR expertise, the analysis finds greater use of HPWPs in small businesses that have contact with external sources of HR advice via membership of business advisory networks or Investors in People (IiP) recognition. However, uptake is unrelated to the presence of personnel/HR specialists. Overall, the findings suggest that rather than depicting employment practices in small businesses as the inevitable consequence of market circumstances, encouraging greater small business involvement with business advisory networks and IiP may have the potential to increase the adoption of HPWPs in the sector.

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“…Given that they have more employees than firms at stage 1, it will no longer be possible for owner-managers to make all decisions personally and exercise direct workforce control via personal interaction. They might also experience greater coordination and integration problems stemming from more hierarchical management structures and more inter-related job tasks (Greiner, 1972;Rutherford et al, 2003;Scase, 2005;Serrasqueiro and Nunes, 2008;Tocher and Rutherford, 2009). As such, the introduction of formal HR practices may become necessary to ensure that employees are appropriately developed and motivated, and are treated fairly and consistently by line managers (Baird and Meshoulam, 1988;de Kok et al, 2006: 445;Kotey and Slade, 2005;Messersmith and Guthrie, 2010).…”

Section: Hypothesis 1: Hpws Are Positively Related With Performance Imentioning

confidence: 99%

"High Performance Work Systems and workplace performance in small, medium-sized and large firms"

Ning

Hoque

Bacon³

et al. 2014

AMPROC

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This paper draws on the Organisational Growth and Development (OGD) lifecycle model to extend understanding of congruence or 'best fit' theory within strategic human resource management (SHRM) debates on the relationship between high performance work systems (HPWS) and performance. With reference to management control theory, economies of scale and the availability of specialist managerial skills, the paper hypothesises that while an HPWS-performance relationship might exist in small, medium-sized and large firms, the relationship will be stronger in large firms than in both small and medium-sized firms, and stronger in medium-sized firms than in small firms. Analysis of data from the British Workplace Employment Relations Survey demonstrates, however, that there is no association between HPWS and workplace performance in mediumsized firms, in contrast to the positive relationship between HPWS and performance found in large firms and between HPWS and labour productivity in small firms. KeywordsHPWS, small and medium-sized enterprises (SMEs), performance, best fit, organisational growth and development

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Perceived Acute Human Resource Management Problems in Small and Medium Firms: An Empirical Examination

Cited by 63 publications

References 69 publications

Sustainable Leadership Practices Driving Financial Performance: Empirical Evidence from Thai SMEs

Sustainable Leadership Practices Driving Financial Performance: Empirical Evidence from Thai SMEs

The adoption of high performance work practices in small businesses: the influence of markets, business characteristics and HR expertise

"High Performance Work Systems and workplace performance in small, medium-sized and large firms"

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