Significant Aspects of Managing Personnel Risk in the SME Sector

Kotásková, Anna; Belás, Jaroslav; Bilan, Yuriy; Khan, Khurram Ajaz

doi:10.2478/mmcks-2020-0013

Cited by 20 publications

(19 citation statements)

References 52 publications

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“…Good management and perception of talent risk can help improve the efficiency and productivity of an SME. Many entrepreneurs are dissatisfied with employee performance, which only means that there are significant gaps in how managers drive and manage employee performance (Kotaskova et al, 2020). Ahmed et al (2013) defined employee performance evaluation as the assessment of employees or workers through the use of different types of data in their decision-making.…”

Section: Performance Evaluation Of Smes Managementmentioning

confidence: 99%

Selected Factors of SMEs Management in the Service Sector

Belás

Amoah

Petráková

et al. 2020

JoTS

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The article aims to compare important management factors between SMEs in the service sector and SMEs in other entrepreneurship sectors. The study was realized in the Czech Republic and the Slovak republic over SMEs in the service sector and other sectors in 2019-2020. The data were collected from the owners or top-level managers; the total sample used in the study was 822 SMEs. The questionnaire was constructed in an online version and was fulfilled by 240 SMEs in the service sector and 582 other companies in the Czech or Slovak republic. The research hypotheses were evaluated by basic statistics tools: contingency tables, Z-score, and Chi-square test. The results showed that there are significant differences in the agreed attitudes to the statement: "I manage the company for more than 8 hours a day" between the Czech (62%) and Slovak (71%) respondents in the service business sector. Neither nationality nor the business sector is essential determinants in the perception of human capital as the most critical element in the company (8 out of 10 respondents) and the fact that the owner (manager) of the company should regularly evaluate the performance of its subordinates and motivate them to innovate in work processes. The results are interesting for the entrepreneurs themselves and for entities and organizations that help SMEs' business activities in selected countries, respectively, for economic policymakers.

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Section: Performance Evaluation Of Smes Managementmentioning

confidence: 99%

Selected Factors of SMEs Management in the Service Sector

Belás

Amoah

Petráková

et al. 2020

JoTS

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“…It should be noted that, according to the results of an online survey, representatives of small-and medium-sized business think that HR risks are the most significant, although businessmen from the Czech Republic rate their staff as more qualified compared to the rankings of their peers from Slovakia. Businessmen from both countries stated that staff turnover was low (Kotaskova et al 2020).…”

Section: Literature Reviewmentioning

confidence: 99%

Developing a System for Monitoring Human Resource Risks in a Digital Economy

Babkin

Pulyaeva

Иванова

et al. 2023

Risks

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Human resource (HR) risks are significant negative aspects of any organization. The main problem in the theory and practice of modern organizations is that there is no complex model and algorithm for managing HR risks. To define the essence of HR risks and basic approaches to their management, the authors conducted a survey of employees concerning the HR sphere. The authors used cluster and correlation–regression analysis to process the results of the survey conducted among employees about HR risks. Relying on general scientific research methods, data from open sources, including the review of scientific papers of foreign and national researchers and practitioners, and considering the opinions of the sociological survey respondents, the authors concluded that there is a need for carrying out close work with personnel to prevent conflicts in the working environment, increase the motivation for work, and involve the management team in regulating labor relationships. The scientific novelty of the study is that it considers the process of managing HR risks from a systemic perspective, while they are monitored based on the conceptual model suggested in the study. The models developed by the authors can be used in reality for managing HR risks faced by economic entities.

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“…Personnel risks are defined as a dynamic and complex issue connected with the human factor, related to a set of personal traits and skills, which, in a given situation, affect staff turnover, reliability, or performance (Hudáková et al, 2021;Kotaskova et al, 2020;Kraev, Tikhonov, 2019). Personnel risk management is thus a process that starts in the development phase of human resources management strategy and includes the definition, evaluation and control of all internal and external personnel risk factors, the change of which may negatively affect the activity of the organization (Kraev, Tikhonov, 2019;Tarusov, Mitrofanova, 2019).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…The issue of personnel risk management, especially those caused by their ignorance or inappropriate or missing procedures in the area of human resources management, is not addressed sufficiently in research. Therefore, there is space for personnel risks to be examined and integrated into established risk management processes (Becker, Smidt, 2016;Havierniková, Kordoš, Srovnalíková, 2018;Kotaskova, Belas, Bilan, Ajaz Khan, 2020;Kozubíková, Zámečník, Výstupová, 2020;Tikhonov, 2020).…”

Section: Introductionmentioning

confidence: 99%

The Intensity of Perception of Selected Personnel Risk Factors in the V4 Countries

Rózsa

Belás

Metzker

et al. 2022

Folia Oeconomica Stetinensia

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Research background: The intensity of the personnel risk perception in SMEs is a crucial factor contributing to the application of risk management practices. Purpose: The objective of the study is to identify the intensity of perception of personnel risks and their manifestation in the form of staff turnover, error rate, and employee effort to improve their performance in SMEs in the V4 countries. Research methodology: The 1,585 companies in the V4 countries were randomly selected and surveyed. The descriptive statistics and Pearson correlation coefficient (Chi-square and Z-score) were used for hypotheses verification. Results: The results show heterogeneity in the perception of personal risks in the V4 countries. Compared to the Czech Republic, the intensity of perception of personal risks differs in Hungary and Slovakia (p-value < 0.0001/0.0404). However, the perception of employee turnover is different in Hungary (p-value = 0.0078), but not in Slovakia and Poland (p-value = 0.5218/0.4268). Perceptions of employee skills differ in Hungary (p-value = 0.0253), while the differences in Slovakia and Poland are not statistically significant (p-value = 0.1104/0.2414). Performance improvement and competitiveness in the workplace differ in Slovakia and Hungary (p-value = 0.0134/<0.0001). Novelty: The study fills in the gap in the area of perceived personnel risks and their manifestations and provides valuable proposals for taking measures concerning the limitations of SMEs.

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Significant Aspects of Managing Personnel Risk in the SME Sector

Cited by 20 publications

References 52 publications

Selected Factors of SMEs Management in the Service Sector

Selected Factors of SMEs Management in the Service Sector

Developing a System for Monitoring Human Resource Risks in a Digital Economy

The Intensity of Perception of Selected Personnel Risk Factors in the V4 Countries

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