Professional HRM Practices in Family Owned-Managed Enterprises*

Kok, Jan; Uhlaner, Lorraine; Thurik, Roy

doi:10.1111/j.1540-627x.2006.00181.x

Cited by 233 publications

(214 citation statements)

References 41 publications

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“…Different sizes of firms and firms in different sectors of the economy have different HRM (Kinnie, Hutchinson, Purcell, Rayton, & Swart, 2005;de Kok, Uhlaner, & Thurik, 2006). …”

Section: Contextmentioning

confidence: 99%

Conceptualising the future of HRM and technology research

Bondarouk

Brewster

2016

The International Journal of Human Resource Management

209

149

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“…Different sizes of firms and firms in different sectors of the economy have different HRM (Kinnie, Hutchinson, Purcell, Rayton, & Swart, 2005;de Kok, Uhlaner, & Thurik, 2006). …”

Section: Contextmentioning

confidence: 99%

Conceptualising the future of HRM and technology research

Bondarouk

Brewster

2016

The International Journal of Human Resource Management

209

149

View full text Add to dashboard Cite

“…Jennings et al 2009). These MUFs may decide to develop their own best practice system (with or without the help of a consultant), but this incurs high development costs in terms of time and money (De Kok et al 2006;Jennings et al 2009). These costs may be problematic for the medium-size MUFs since-just as many other small-and medium-size enterprises or SMEs-they are likely to suffer from resource limitations and lack of economies of scale (De Kok et al 2006;Jennings et al 2009).…”

Section: Hrm In Medium-size and Larger Mufsmentioning

confidence: 99%

Best fit, best practice, or stuck in the middle? The impact of unit ownership on unit HR performance in franchise systems

2015

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Franchising is an important form of entrepreneurial wealth creation in many retailing and service industries. Since Human Resource Management (HRM) is a critical factor in such industries, it is important to understand how franchisees-as semi-autonomous entrepreneurs-deal with HRM in their units and how this ultimately affects performance at the unit level. However, the very few studies linking franchisee HRM behaviors to performance have not included multi-unit franchising (MUF) as a type of unit ownership. Given the ever-increasing popularity of MUF and the unique characteristics of MUFs, this represents an important knowledge gap. We aim to fill this gap by building a theoretical framework on how the type of unit ownership affects unit HR performance within franchise systems. Building on agency, resource and entrepreneurship perspectives, we propose that units owned by single-unit franchisees (SUFs) and small MUFs (i.e., franchisees with a very small number of units) adopt a 'best fit' system regarding HRM, whereas company-owned units (COs) and units owned by larger MUFs (i.e., franchisees with a large number of units) typically adopt a 'best practice' system. Each system has its own advantages and disadvantages, which results in two contrasting propositions regarding their effects on unit performance. Moreover, we expect the units owned by medium-size MUFs to have the lowest performance since they are 'stuck in the middle' regarding their HRM system.

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“…Where managerial skills and capacity are concerned, small firms are likely to suffer greater resource poverty than medium-sized firms and large firms (de Kok et al, 2006;Storey and Westhead, 1997). This will limit their scope to recruit the specialist managerial expertise necessary to ensure HPWS are implemented and operationalised in a manner that enables their performance-enhancing potential to be maximised (Patel and Conklin, 2012: 208).…”

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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Professional HRM Practices in Family Owned-Managed Enterprises*

Cited by 233 publications

References 41 publications

Conceptualising the future of HRM and technology research

Conceptualising the future of HRM and technology research

Best fit, best practice, or stuck in the middle? The impact of unit ownership on unit HR performance in franchise systems

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

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