The curious case of human resource development in family‐small‐to‐medium sized enterprises

Mustafa, Michael; Elliott, Carole

doi:10.1002/hrdq.21370

Cited by 11 publications

(4 citation statements)

References 85 publications

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“…Given that formal management structures and practices tend to scale up with firm size (Mayson and Barrett, 2006; Marlow et al , 2010), it is, perhaps, unsurprising that research on HRD paints a similar if the less complete picture. These studies (Bishop, 2012; Susomrith et al , 2019; Mustafa and Elliott, 2019) suggest that smaller firms typically rely more on processes of informal and incidental learning and that levels of formal training, while relatively low in most small businesses, increase with firm size. For example, Ashton et al (2008) point out that most small firms lack the formal HRD infrastructure more commonly seen in larger firms (specialist HRD staff, training budgets, documented learning and development plans, etc).…”

Section: Firm Size and Workplace Learningmentioning

confidence: 99%

Firm size and workplace learning processes: a study of the restaurant sector

Bishop

2020

EJTD

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Purpose The purpose of this paper asks how workplace learning environments change as firm size increases, and how employees respond to this. In doing so, it looks beyond an exclusive focus on formal training and incorporates more informal, work-based learning processes. Design/methodology/approach The study uses a comparative, qualitative research design, using semi-structured interviews with an under-researched group of workers – waiting for staff in restaurants. The data were collected from six restaurants of different sizes. Findings As formally instituted human resource development (HRD) structures expand as firm size increases are more extensive in larger firms, this leaves less room for individual choice and agency in shaping the learning process. This does not inevitably constrain or enhance workplace learning, and can be experienced either negatively or positively by employees, depending on their previous working and learning experiences. Research limitations/implications Future research on HRD and workplace learning should acknowledge both formal and informal learning processes and the interaction between them – particularly in small and growing firms. Insights are drawn from the sociomaterial perspective help the authors to conceptualise this formality and informality. Research is needed in a wider range of sectors. Practical implications There are implications for managers in small, growing firms, in terms of how they maintain space for informal learning as formal HRD structures expand, and how they support learners who may struggle in less structured learning environments. Originality/value The paper extends current understanding of how the workplace learning environment – beyond a narrow focus on “training” – changes as firm size increases.

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Section: Firm Size and Workplace Learningmentioning

confidence: 99%

Firm size and workplace learning processes: a study of the restaurant sector

Bishop

2020

EJTD

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“…Either on short or long-term basis. As an integral part of employee efficiency and organizational productivity (Gilbreath & Montesino, 2006;Mustafa & Elliott, 2019;Kareem & Hussein, 2019), there is therefore the necessity for HRD scholars to conduct more scientific research in this regard, and help to design and develop new approaches for formal and informal learning. Which can be focused on creating an interaction between employees' proactive parenting skills and the organizations objectives.…”

Section: Discussionmentioning

confidence: 99%

Human Resource Development Practices for Proactive Parenting: Navigating the Challenges through A-M-O Model48

Osolase¹,

Rasdi²,

Mansor³

et al. 2023

IJARPPG

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A family unit is like an organization. The proactive role played by Human Resource Development in an organization, is synonymous to that of parenting in a family unit. In other words, proactive parenting plays the significant role of Human Resource Development in a family unit. Ineffective parenthood sometimes leads to ineffective offspring, which is similar to unproductive employees been unable to help achieve performance in an organization. Deploying the constituent parts of A-M-O model which are abilities, motivation, and opportunities, HRD practices in the context of an organization, namely training and development, performance appraisals, and feedback mechanisms, are able to assist in bringing the needed transformation resulting to proactive parenting and wellorganized family units. These are enablers for workforce and organizational efficiency, in addition to the wellbeing of the larger society. Employing a narrative review, the study focuses and explains the role of HRD practices for proactive parenting, through its incorporation into the mechanisms of A-M-O model. Utilizing the A-M-O model and the three HRD activities investigated for the study, future studies can apply qualitative, quantitative, or mixed-method research on selected families of working

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“…Broadly, this finding suggests that for nonfamily employees, factors other than job design may be an important determinant of their turnover intentions (Block et al , 2016). This may be particularly relevant in the Asian family enterprises, where notions of loyalty and trust between family and nonfamily employees may encourage nonfamily employees to stick with the family enterprise (see Ramos et al , 2014; Mustafa and Elliott, 2019). Thus our study adds a new perspective to understanding the drivers nonfamily employees' job satisfaction and turnover intentions (De Massis et al , 2012; Sharma, 2004; Tabor et al , 2018).…”

Section: Discussionmentioning

confidence: 99%

Determining nonfamily employees' job satisfaction and turnover intentions: the roles of job autonomy and work passion

Mustafa

Ramos

Badri

2020

JFBM

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PurposeThe purpose of this study seeks to examine how nonfamily employees' job autonomy and work passion can influence their job satisfaction and intention to quit in family small-to-medium-sized enterprises (SMEs). Current, research regarding the determinants of nonfamily employees' job satisfaction and turnover intentions has largely focused on the effects of family influence and family firm characteristics. Accordingly, not much is known of how the job characteristics and emotions of nonfamily employees influence their job satisfaction and intention to quit.Design/methodology/approachData were collected from 160 nonfamily employees across 28 family-SMEs. Process macro was used to analyze the mediating role of nonfamily employees' work passion in the relationship between their job autonomy and job satisfaction and intention to quit.FindingsFindings showed that nonfamily employees' job autonomy only had a significant direct effects on their job satisfaction and not their intention to quit. Subsequently, nonfamily employees' work passion was found to only partially mediate the relationship between their job autonomy and job satisfaction.Originality/valueBy focusing on the concepts of job autonomy and work passion, the study adds additional insights about the drivers of nonfamily employees' pro-organizational attitudes in family-SMEs. Also the study represents one of the first efforts in the literature to establish a link between job autonomy and the work passion of nonfamily employees with respect to their job satisfaction.

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The curious case of human resource development in family‐small‐to‐medium sized enterprises

Cited by 11 publications

References 85 publications

Firm size and workplace learning processes: a study of the restaurant sector

Firm size and workplace learning processes: a study of the restaurant sector

Human Resource Development Practices for Proactive Parenting: Navigating the Challenges through A-M-O Model48

Determining nonfamily employees' job satisfaction and turnover intentions: the roles of job autonomy and work passion

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