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Abstract

Purpose This paper aims to provide an original picture of a selection of human resource management (HRM) activities in the micro, small and medium sized enterprises (SMEs) in Hungary and to explore the extent to which these activities can be related to variations in firm size and variations in firm performance. Design/methodology/approach The study measures the presence or absence of a selection of HRM activities through a questionnaire survey of a large sample of 678 Hungarian SMEs. Findings Hungarian SMEs, in their working relationships, are closer to the “happy family” model of the SME than the “bleak house” model. Employee morale was perceived as high and only one in ten SMEs felt their employees were opposed to change. Owners were reluctant to seek advice from those outside the firm. They also showed reluctance to discuss future plans with their employees although they did tend to consult employees who would be affected directly by any change. Communication within SMEs was predominantly informal. Surprisingly, given the skills shortages highlighted by SMEs in other economies, very few of the Hungarian SMEs identified skills shortages as a problem and formal training programmes were reported only rarely. Variations between micro, small and medium sized firms are highlighted to emphasize the heterogeneous nature of the Hungarian SME sector. Research limitations/implications The HRM activities considered provide a picture of only a small number of HRM activities in Hungarian SMEs but the findings imply the relationships examined here are deserving of further exploration both in Hungary and other transition economies. Originality/value The paper provides a detailed picture of selected aspects of HRM in smaller businesses within a transition economy.

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... A hazai KKV-vezetők harmada az elmúlt három évben egyáltalán nem vett részt semmilyen képzésben. Richbell et al. (2010) kutatásuk alapján kimutatták, hogy a hazai KKV-k csaknem fele (44,9%) biztosít belső, 29,4%-uk pedig külső munkaerő-fejlesztést. Szabó (2020) kutatása szerint a hazai vállalatoknál a munkaerő fejlesztésének szerepe alulértékelt, holott a munkaerőhiány elleni hatékony taktika lehetne. ...
... A nemzetközi szakirodalom kevés információval szolgál a KKV-k kompenzációs gyakorlatáról, mivel a HR és a versenyképességi kutatások többsége főként a nagyvállalatokra összpontosít (Cerrato & Depperu, 2011). Bár egyre inkább felismerik, hogy a HR stratégiai fontosságú a verseny sikeréhez, a kutatások mégis ritkán terjednek ki a KKVkra (Richbell et al., 2010). ...
Article
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A szerzők kutatásának célja, hogy nemzetközi kontextusban vizsgálják a kis- és középvállalkozások (KKV-k) exportjához kapcsolódó vállalati humán tényezők szerepét. Feltételezésük szerint a KKV-k exportjának legfőbb akadályai a belső vállalati tényezők, amelyek az erőforrás- és képességalapú (resource-based view – RBV) megközelítéssel jól vizsgálhatók. Bár a KKV-kat célzó hasonló kutatások száma korlátozott, különösen a fejlődő gazdaságok esetében, eredményeik hozzájárulnak a vállalati humán tőke RBV szempontból azonosított elemeinek exporttevékenységben betöltött szerepének mélyebb megértéséhez. Elemzésük a Globális Versenyképességi Projekt (Global Competitiveness Project – GCP) keretében 2018 és 2023 között végzett felmérések adatain alapul. Az eredmények szerint az exporttevékenység szempontjából elengedhetetlen a piacok ismerete és az idegennyelv-tudás. Ugyanakkor fontos a vállalati belső adminisztratív rutinok és folyamatok megfelelő kidolgozottsága. Az alkalmazottakkal kapcsolatos problémák komoly akadályt jelenthetnek, így a belső konfliktusokat kell elsőként kezelni. Az ösztönzési rendszerek finomhangolása pedig pozitívan befolyásolja a KKV-k exportját.
... This training program is necessary to instill environmental knowledge in human resources to take advantage of opportunities in the business market and meet customer demands. However, SMEs rarely develop training programs for their jobs as well as owners (Jones & Asensio, 2001;Richbell et al., 2010). SMEs are usually unaware of their human resource problems (Richbell et al., 2010). ...
... However, SMEs rarely develop training programs for their jobs as well as owners (Jones & Asensio, 2001;Richbell et al., 2010). SMEs are usually unaware of their human resource problems (Richbell et al., 2010). ...
Article
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This study aims to examine the effect of the dimensions of green intellectual capital, i.e. green human capital, green structural capital, and green relational capital, on SMEs’ business sustainability. The data of this quantitative research was collected from a survey of 100 respondents and analyzed by using partial least squares. This study shows that green human capital and green structural capital have no significant effect on SMEs’ business sustainability and that green relational capital influences the sustainability of SMEs’ business. The findings enrich the abundance of knowledge concerning green intellectual capital, especially in the context of SMEs, and prove that green intellectual practices in the SMEs sector are still relatively low. They also imply that SMEs actors should pay more attention to the relational aspect as a relationship with stakeholders is the primary source of strength to win the competition.
... Researchers and human resource managers have maintained that over time, human talent plays an important role on business performance (Barney and Wright,1998) and, indeed, evidence exists suggesting a positive relationship between the two (Shuler and Jackson, 1987). These studies have focused on large firms; however, their results in terms of the role of human capital arguably does not apply to SME performance because SME human capital is primarily defined not by recruitment policies but by its initial makeup, that is, the formation of its founding members (Richbell et al., 2010). Subsequent researcher ports a correlation between SME performance and the possession of a qualified workforce, which contributes to their differentiation strategy and internationalization (Onkelinx et al., 2016), while other studies identify human capital as a key element in the internationalization and innovation strategies of SMEs (Halim et al., 2014). ...
... Similarly, the findings show the human capital pillar to be highly prioritized by efficient businesses. In their investigation on Hungarian SMEs, Richbell et al. (2010) pointed out that while it is true that a consensus exists as to the positive relationship between human capital and performance, the effects of this vary according to the different sizes of companies that are grouped in the SME category. To a micro company, the activities of hiring qualified personnel, skill development and communication might represent true problems that affect performance while posing no such difficulties to a medium-size firm. ...
Article
Abstract Purpose – Building on the resource-based view theory, this paper aims to evaluate the role of innovation on competitiveness and competitive efficiency among Costa Rican small and medium-sized enterprises (SMEs). Design/methodology/approach – The study uses a sample of 231 Costa Rican small and medium-size firms for 2019. The authors compute a competitiveness index that includes four pillars: innovation, strategy, markets, and human capital. To estimate competitive efficiency, the authors use a non-parametric model, namely, data envelopment analysis, with a single constant input. Findings – The results confirm that competitive and efficient SMEs present a more homogenous distribution of resources and capabilities. The innovation pillar is positively correlated with competitive efficiency. A positive correlation exists between market experience (business age) and innovation and between innovation and business size in terms of the number of employees. Practical implications – The study contributes to the understanding on how SME managers’ decisionmaking processes affect resource allocation within the business, and on how SMEs can introduce strategic actions based on improvements of those resources that will likely have a greater impact on competitive efficiency. Originality/value – This study contributes to better grasping how the configuration of resources and capabilities, in which innovation plays a decisive role, and contributes to shape the competitive efficiency of small and medium-sized businesses in a developing economy.
... Caught between former neo-corporatist structures and the competing dynamics of deregulation, formal and indirect EIP in decision-making is increasingly under pressure. Several commentators have observed declines in union density and influence in Estonia, Latvia, Lithuania (Sippola, 2009), Hungary (Richbell et al., 2010) and Croatia (Svetlik et al., 2010), variations in the ER system used (Meardi et al., 2009) (see Table 1). This is, in part, due to the changing political context, but also to the growth in non-unionised firms and sectors. ...
... Positive employee attitude towards representation, such as valuing the work of employee representation, expressing an interest in the outcomes of consultations and negotiations, and active participation in opportunities for decisionmaking, do matter in both contexts; more so for cluster two, which shows more positive employee attitude to ER and EIP in decision-making than cluster one. This is a valuable insight following research on the observed decline in union density and influence (Richbell et al., 2010;Sippola, 2009;Svetlik et al., 2010), in the variations in the ER systems used (Meardi et al., 2009) and in the institutional/legal context affecting the "culture" of EIP in companies (ETUI, 2018). It demonstrates a certain 'convergence' in each of these two Clusters in employee attitude to ER and EIP in decision-making regardless of the great variation in the region in terms of institutional histories (Ivlevs and Veliziotis, 2017;Soulsby, 2017) and transition paths to democracy (Hardy, 2014). ...
Article
Using data from the 2013 European Company Survey, this article presents a study of employee involvement and participation (EIP) in decision-making in 12 Central and Eastern European (CEE) countries, a context that is rather less studied but interesting because of its political past and its current emerging economic status. The study explores how these countries can be clustered according to positive employee attitude towards employee representation (ER) and EIP in decision-making. It examines the association between these two components and the effectiveness of the ER body, as well as whether there are differences between country clusters. Finally, the article examines how the degree of EIP in decision-making is related to ER body effectiveness. This research contributes to prior work by seeking to understand EIP in decision-making in an understudied sample of CEE countries and provides an insightful classification.
... The prominent role of SMEs in the national economy and social stability has also been recognised in China. Further, there is a body of HRM-oriented research which is focussed on the SME sector (Bai et al., 2017;Cegarra-Leiva et al., 2012;Cunningham, 2010;Qiao et al., 2015;Richbell et al., 2010;Zheng et al., 2006). It is apparent from this literature that HRM problems act as key constraints that hinder the development and profitability of organisations in the SME sector with debates arising among HR practitioners, SME owners, scholars and even policy makers about the meaning and promotion of effective HRM in the sector (Cooke, 2012;Cunningham and Rowley, 2008;Harney and Dundon, 2006;Lai et al., 2017). ...
... Our findings emphasise the relative importance of how employees perceive T&D activities in SMEs. However, earlier evidence shows that SMEs are unlikely to take T&D into account due to factors such as associated costs, long-term orientation, possible job hopping of welltrained employees and unperceived skill shortages by employers (Cunningham, 2010;Richbell et al., 2010). In essence, the perceived benefits of T&D may not be given due value in the short term by, for example, owners of SMEs. ...
Article
Full-text available
Purpose The purpose of this paper is to examine the relationship between employees’ perceptions of HRM practices and two outcomes, namely, employee commitment and turnover intention (TI), in small- and medium-sized enterprises (SMEs) in mainland China. Design/methodology/approach This paper adopts a quantitative approach based on a sample of 227 employees working in 24 SMEs in eastern and western China. Findings Employees’ perceptions of HRM practices, such as training and development, reward management and performance management, are significant predictors of employee commitment. A negative direct relationship is found between employees’ perceptions about the use of HRM practices and TIs. Research limitations/implications Although data were collected from two representative provinces of eastern and western China, the size of the sample may limit the generalisability of the findings to the wider region. Practical implications The relationship between employees’ perceptions of HRM practices and employee outcomes in Chinese SMEs provides an effective way for SME owners and HR practitioners to generate desirable employee attitudes and behaviours, which, ultimately contribute to improving organisational performance. Originality/value This is an original paper which makes a contribution by helping to address the dearth of studies which have explored aspects of the effectiveness of HRM in SMEs in China. In contrast to the majority of China-focussed studies on this topic, it highlights HRM outcomes at the individual level rather than the organisational level. Further, the study involves SMEs in western China which is an under-explored region.
... Caught between former neocorporatist structures and the competing dynamics of deregulation, formal and indirect EIP in decision-making is increasingly under pressure. Several commentators have observed declines in union density and influence in Estonia, Latvia, Lithuania (Sippola, 2009), Hungary (Richbell et al., 2010) and Croatia (Svetlik et al., 2010), and variations in the ER system used (Meardi et al., 2009) (see Table 1). This is, in part, due to the changing political context, but also to the growth in non-unionised firms and sectors. ...
... Positive employee attitude towards representation, such as valuing the work of ER, expressing an interest in the outcomes of consultations and negotiations, and active participation in opportunities for decision-making, does matter in both contexts; more so for cluster 2, which shows more positive employee attitude to ER and EIP in decision-making than cluster 1. This is a valuable insight following research on the observed decline in union density and influence (Richbell et al., 2010;Sippola, 2009;Svetlik et al., 2010), in the variations in the ER systems used (Meardi et al., 2009) and in the institutional/legal context affecting the 'culture' of EIP in companies (ETUI, 2018). It demonstrates a certain 'convergence' in each of these two clusters in employee attitude to ER and EIP in decision-making regardless of the great variation in the region in terms of institutional histories (Ivlevs and Veliziotis, 2017;Soulsby et al., 2017) and transition paths to democracy (Hardy, 2014). ...
... In order to increase human resource competence, training development in SME should be enhanced (Devins, et al., 2004). However, SME rarely develop training program for their employment as well as the owner (Richbell et al., 2010;Jones, 2001). SME usually do not aware of their human resources problem (Ricbell et al., 2010). ...
... This finding related with the role of human capital in SME development. Finding of this study about human capital is similar with Richbell et al., (2010) who found that lack of skill in SME do not affect their productivity. This occurs due to ability of SME owner to learn fast about newest market trend. ...
Article
Full-text available
The purposes of this study are to analyze source of SME competitiveness in selected industry clusters in Indonesia and to develop a theoretical model of SME competitiveness. This study employs quantitative design with multivariate model. We develop three models of estimation by using multiple regression analysis. Our models are based on Porter Model of Competitiveness (1990) which contains factor condition, demand condition, related and supporting industries and business strategy. Findings in this study idenntify sources of the competitiveness of SME in the level of innovation, entrepreneurship, human capital, financial resources, potential market and business strategy. Limitation of this study lies in the SME model of competitiveness based on cross sectional data which is not feasible for analysis of the dynamic aspect of competitiveness sources. Our findings show that SMEs need government assistance to develop marketing networks and access to financial institutions.
... Employees who feel a kinship bond a connection without blood or marriage ties tend to be happier, more satisfied and loyal, often viewing the organization as their home. This leads to higher engagement, even if the salary is modest (Eva et al., 2019;Richbell et al., 2010). The concept of kinship employee engagement is especially important and relevant for MSMEs in Indonesia, where the notion of "family" extends beyond blood or marriage to include nonblood relationships (Manik et al., 2021). ...
Article
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Purpose The main objective of this study is to assess kinship employee engagement as a mediating variable in the relationship between person–organization–fit (P-O Fit) and person–job–fit with turnover intention. Design/methodology/approach This research was conducted at creative industry micro, small and medium enterprises (MSME) in Yogyakarta, Indonesia. The number of respondents was 331 MSME employees. The distribution of questionnaires was carried out using offline and online systems through direct questions and Google forms. The data analysis tool used was structural equation modelling. Findings The findings of this study revealed that kinship employee engagement is proven to mediate the relationship between P-O-fit and P-J-fit on turnover intention. Research limitations/implications This research provides a new perspective on social exchanges, namely, exchanges that are intangible based on the relationship between employees, leaders and owners of micro and small medium enterprises (MSMEs) in the form of kinship employee engagement. Employees who feel P-O Fit and P-J fit with their organizations will exhibit positive behavior in the form of kinship employee engagement. Practical implications The first practical implication is that MSME superiors/owners must pay more attention to P-O fit; one way to do this is to assess P-O fit at the recruitment and selection stage. This may be useful for organizations that hire and retain employees whose goals and values closely match those of the organization. With regard to the P-J fit relationship, and turnover intention, which turns out to have a negative relationship, this finding has implications for the formulation of policies that should not only focus on increasing the knowledge, skills and abilities of employees but also on fulfilling their wishes. For example, providing employees with training, self-development opportunities, flexible working hours and competitive salaries will strengthen their level of compatibility with their jobs, which in turn will reduce the willingness of employees to leave their jobs. Social implications In social practice, kinship employee engagement can be applied to MSMEs. When MSME owners have limited funds, facilities, etc., to bind employees, they can apply kinship to employees so that they are more attached to MSMEs. Originality/value This study is among the first to introduce a new construct (kinship employee engagement) which is an extension of the engagement construct that is more specific and follows the MSME context, and is the first study to propose kinship employee engagement as a mediating variable in the relationship between P-O-fit and P-J-fit on turnover intention.
... Another study made by Subramaniam et al. (2011), found out that information sharing was significant in influencing positively organizational performance. Using non-financial performance indicators Vlachos According to a study conducted by Richbell et al. (2010) on Hungarian SMEs, formal communications, such as regular formal meetings or written communications via e-mail are more important for successful sales growth than informal communications arrangements. Based on the review of the literature above, this study, therefore, proposes the hypotheses H 1c and H 2c . ...
Thesis
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Conducting business in today's ever-changing market environment necessitates making strategic decisions that reach beyond the borders of an SME. To not only survive but also thrive in the face of constant shifts, it is essential to make well-thought-out choices that allow for adaptation, resilience, and prosperity. The research emphasizes the significance of two perspectives, one individually and the other on bundling, and strategically implementing these perspectives of human resource management (HRM) practices within small and medium-sized enterprises (SMEs) to improve their competitive position, financial performance, non-financial performance, and organizational performance. Hence, through the adoption of an integrative interdisciplinary approach and a relational perspective, this thesis sheds light on the influence of Human Resource Management (HRM) practices (recruitment and selection, training and development, communication and information, compensation and reward, job design, performance appraisal) and their impact from multiple dimensions on organizational performance (financial and non-financial) of SMEs. As a result, a quantitative study using self-administered questionnaires with the SMEs was conducted. Using the data obtained from 153 manufacturing SMEs, it tests, examines, and develops the direct relationship between HRM practices and the financial performance, non-financial performance, and organizational performance of SMEs. The findings indicate a positive relationship between HRM practices and financial performance, a positive influence of HRM practices on the non-financial performance of SMEs, and a direct impact of HRM practices as a bundle on the organizational performance of SMEs. In addition, the findings also show that some HRM practices that act individually have a non-significant impact on financial and non-financial performance. This research provides a substantial contribution to the theoretical and practical understanding of the relationship between HRM practices and SME performance.
... ESBs are dominated by informality in communication and employee relations which positively impacts employee-employer commitment and trust (Prouska and Psychogios, 2019). Such informality could be considered an advantage, where information and communication are more easily and readily shared between the owner/manager, employees and suppliers, resulting in higher-trust levels (Richbell et al., 2010). But, informality can also imply autocracy and one-way communication channels which may harm trust relationships (Collings et al., 2019). ...
Article
Purpose The purpose of this study is to understand how managers in entrepreneurial small businesses (ESBs) deal with exogenous (macro) crises, particularly in relation to the breakdown of intra- and inter-stakeholder trust. Design/methodology/approach Utilising a qualitative approach, we draw lessons from Greek ESBs greatly affected by the 2008–2019 economic and 2020–2022 health crises. Based on 54 in-depth, longitudinal investigations of four ESBs at three time points, this research offers insights on overcoming organisation-stakeholder trust breakdowns that emerg due to crises. Findings The findings suggest that macro-level crises undermined the foundations of trust-based relationships, creating a trust gap between organisations and their stakeholders and threatening ESBs’ business practices. Our framework suggests that ESBs repair trust relationships, both intra- and inter-organisational, through sense-making of trust breakdown, implementing trust-repair strategies, and then maintaining trust in those stakeholder relationships through challenging crisis periods. Practical implications Practitioners can use the suggested framework in relation to overcoming intra- and inter-stakeholder trust breakdowns during macro-level crises. Originality/value The paper offers a new framework that can aid entrepreneurs and managers in making sense of repairing and maintaining trust in stakeholder relationships during turbulent times.
... HRM studies of SMEs before and after the pandemic Following the long-standing debates on "small is beautiful" versus "bleak house", the discussions of HR practices in SMEs before the COVID-19 outbreak tend to be centred upon their informal, complex and short-term nature (Krishnan and Scullion, 2017;Richbell et al., 2010), their effectiveness in promoting organisational performance and generating employee desirable behaviours (Lai et al., 2016;Li et al., 2019;Zheng et al., 2009) and the various determinants of HRM adoptions (Li and Rees, 2021;Psychogios et al., 2016). ...
Article
Full-text available
Purpose The purpose of this study is to investigate the evolving perceptions and human resource (HR) responses of owners and HR managers of Chinese small and medium-sized enterprises (SMEs) towards local labour markets in the context of the impact of the coronavirus disease 2019 (COVID-19) pandemic. Design/methodology/approach This study adopts a two-stage longitudinal qualitative approach involving 52 interviews with owners and HR managers of Chinese SMEs in the pre- and post-pandemic time periods. Findings The findings reveal a shift from the perceptions of a general labour shortage to perceptions of specialised talent shortages and increasing geographical disparities in local labour markets. They further reveal that SMEs are increasingly likely to adopt efficiency-oriented, flexibility-enhancing HR practices in the face of high uncertainty. Practical implications The findings provide insights into the nature of the constraints of SMEs' sustainable development that need to be addressed by policymakers, SME owners and HR managers when they devise and implement policies relating to structure optimisation, labour market integration and mobility enhancement. Originality/value In contrast to extant literature that has examined the labour market at the national level, this study explores the views of SMEs (the demand side) by taking a localised perspective on how SMEs have responded to change through their HR practices.
... Considerable differences of opinion exist regarding the nature of HRM practices in SMEs. For instance, some researchers suggest that employment relationships in SMEs are more cordial and harmonious than in larger firms since the smallness of SMEs offers easy and open communication due to flatter hierarchies, greater flexibility and limited conflicts (Richbell et al., 2010). On the other hand, SMEs can be seen as a 'bleak house' prospect where flexibility is more connected to uncertainty, authoritative communication and expression of conflict through individual means (Cully, 1998). ...
Article
Full-text available
Purpose This study examines the influence of contextual factors (e.g. age and ownership type) on HRM formality (including the underlying functions of recruitment, selection, training and development, performance appraisal and compensation) in SMEs. Design/methodology/approach Data were collected through a quantitative survey of 300 owners/managers of services, manufacturing and trade SMEs in Pakistan. Findings Firm age, association with a larger parent entity, existence of a strategic business plan and the presence of a human resource information system (HRIS) are positively related with higher HRM formality. Firm size, family ownership and exporting characteristics had no association with formality. Practical implications This study suggests a highly influential role for contextual factors in shaping HRM practices in Pakistani SMEs. Since the lack of a strategic approach towards human resource development is directly linked to the inferior performance of SMEs in Pakistan, this study provides an understanding of the contextual institutional setting that shapes the nature of HRM practices. The findings inform both SME owners/managers and policy makers. Originality/value Institutional influences on HRM systems have attracted attention but organisational factors are less often studied. Studies mostly relate to Western contexts and lack perspectives from SMEs. The findings of this empirical investigation highlight the importance of context specific research given the different nature of institutional settings.
... The largest part of the research reported indicates that SMEs have been given very small attention with regards to their HRM practices (Dundon & Wilkinson, 2009) with a focus mainly on recruitment and training of the workforce. However, there are many scholars who claim that this informality portrays a generic approach towards HRM that may be considered as a potential competitive advantage for SMEs, such business performance (Bacon, Ackers, Storey, & Coates, 1996;Edwards & Ram, 2010;Richbell, Psychogios, Szerb, & Vitai, 2010;Tsai, 2010). ...
Conference Paper
The Human Resource Management (HRM) field has matured over the last 40 years and models of HRM practices that lead to high business performance in large businesses have been agreed upon in both scholars’ dialogue and practitioners’ application. In Small and Medium Enterprises (SMEs), however, because of the small volume of HRM activity, together with the resource scarcity, these models do not fully apply. With a focus on the hotel industry and drawing from 34 in-depth interviews with SME owners and managers, we conducted fuzzy set qualitative conditions analysis to identify 6 meaningful configurations of human resource management practices that lead to business performance. Aspects such as family involvement and size (micro, small, medium) appear to fully differentiate the HRM pathways to business performance, with high employee compensation and extensive training being the most common conditions of high performance
... Nilsson and Eilstrom (2012) stated that the success of an organization is achieved only by identifying, recruiting, managing, and retaining high-performing or talented individuals. Large international companies recognize that they could make their company more competitive through talent and adapt to changes more quickly (Richbell et al., 2010). Brad (2019) pointed to seven major global trends and recommendations that affect the human resource management process and the talent management process as follows: ...
Article
Full-text available
The paper deals with the talent management issue as one of the effective human resource management practices during the global pandemic caused by COVID-19 and points to the main challenges and priorities in the research area. Talent management has undergone a dynamic development in recent years. It has recently become a frequently discussed concept among business and academics alike and one of the priorities of the modern management of all companies. The paper also presents the results of research carried out on a sample of 137 human resources managers. Respondents who participated in the questionnaire survey are human resources managers in companies operating in the Slovak Republic at national and international markets. Data were collected using the online questionnaire. For the research, two research hypotheses were established. The hypotheses aimed to determine whether there are statistically significant relationships between the scale of talent recruitment and selection process over the past year; the change in the management and organizational style of the company during the COVID-19 pandemic; the existence of the statistically significant relationship between the budget allocated to talent management and headhunting practices over the last year. The hypotheses were verified using correlation analysis and the methods of inductive statistics. Testing the statistically significant relationships verified hypothesis H1. It confirmed the existence of statistically significant relationships between the scale of the talent recruitment and selection process over the past year and the change in management and organization of the company during the COVID-19 pandemic. The hypothesis H2 was rejected. It stated the absence of statistically significant relationships between the budget for talent management in the organization during the COVID-19 pandemic and the competition for qualified talent for the last year. The questionnaire survey results pointed how human resources managers in companies operating in the Slovak Republic perceive the situation associated with the current COVID-19 pandemic. The findings identified the pandemic impact on talent management and how human resources managers see human resource management's future and priorities.
... The reason for this is probably the fact that getting the information, the clearing of data and their comparison are more exhaustive, timeconsuming and painstaking processes than the analysis of companies registered at stock exchanges and thoroughly equipped with data and information. There is an acute shortage in researching HRM activities in SMEs and particularly in the transition economies of Eastern Europe; however, an increasing interest can be seen (Richbell et al., 2010). ...
Article
Purpose Competitiveness is a multidimensional construct, related to a number of external and internal company factors. This paper aims to provide empirical evidence on the relationship between the application of small- and medium-sized enterprises’ (SMEs) compensation incentives as an index/element of human system development and competitiveness. Design/methodology/approach A unique primary data set drawn from the Global Competitiveness Project on SMEs’ competitiveness was analysed, using cross-sectional data of 784 firms. First, descriptive statistics were used to show the data set peculiarities. Second, a forward logistic regression was applied to show the effects on the application of compensation incentives. A 25.1% of explanatory power was found by targeting the application of compensation systems by 7 firm-level principal factors and 30 control variables. Findings The findings suggest that there is a higher chance of the application of compensation incentives in cases when the employees possess a more substantial tacit knowledge and formal and informal relationship networks. It is also positively impacted by the higher level of intra-company manifestation of knowledge. Research limitations/implications The research was conducted among SMEs from eight countries, based on a unique questionnaire designed for small enterprises. The respective countries are from Europe and Latin America, which serve as a reference category for Hungary. Also, there is a high level of 0 answers for the involved variables. The binary logistic regression methodology is suitable for filtering out some of these; nevertheless, the proportion of uncertain factors remains high as it is indicated by the explanatory power. Originality/value The majority of the literature is dealing with large companies in the topic of competitiveness, whereas in this data set, a deeper analysis was carried out among SMEs from eight countries, comparing their results to the Hungarian ones. The findings can be used as reference points for future studies, and the understanding of the HR cycle within SMEs.
... Wang (2011) pointed out that organizations should establish a human resource evaluation system first, attracting talent then managing that talent. Suzanne, Laszlo, and Zsuzsanna (2010) highlighted the advantages of talent competition for large enterprises are obvious because they establish the best human resource management systems. From the above literature discussion, we documented the importance of human resource management system construction to organizational performance and personnel management. ...
... For example, data made available by the Small Business Act (SBA) of the EU indicates that, compared to their EU counterparts, Hungarian SMEs are less economically impactful, in terms of the value added injected to the economy (Table 5). It has been argued that the lower weight of Hungarian SMEs in the economy is a consequence of their low innovative performance and digital capabilities (Mak o et al., 2012;Murak€ ozy et al., 2018), human capital deficiencies (Richbell et al., 2010) and inefficient networking (Mandj ak et al., 2012). ...
Article
Purpose: The analysis of the interconnectedness between resources and capabilities, and the way businesses use them as competitive weapons is a central element of the strategic management literature. Finding the appropriate configuration of competitive pillars is particularly relevant for resource-constrained small businesses. Drawing on the resource-based view and the configuration theory, this study evaluates the effect of both competitiveness and the configuration of the competitiveness system on performance. Design/methodology/approach: An index methodology based on the configuration theory was used to compute the competitiveness index on a unique sample of 625 Hungarian small- and medium-sized firms. The study hypotheses were tested via regression analysis. Findings: Results show that the impact of competitiveness-enhancing strategies is conditional on the configuration of the system of competencies. Low-competitive businesses benefit more from investments in the weakest competitive pillar, while strategies oriented to improve more than one competitive pillar yield higher competitiveness improvements among high-competitive businesses. Our findings also indicate that competitiveness positively impacts performance, and that the exploitation of competitive strengths leads to superior results among high-competitive businesses. Originality/value: By employing an index methodology, our analysis contributes to unveil how competitiveness impact business performance. The proposed analysis has value for scholars and strategy makers by showing how the configuration of the business' competitive system—in terms of competitive strengths and weaknesses—conditions the generally positive impact of competitiveness enhancing actions linked to the acquisition or development of resources and capabilities.
... Zara employees feel empowered by organisational structures developed to enhance learning: teamwork is fostered, horizontal communication systems implemented, and decision-making delegated (Gutierrez-Gutierrez, Barrales-Molina & Kaynak, 2018). In their analysis of small and medium-sized enterprises in Hungary, Richbell, Szerb, and Vitai (2010) recommend leaders to fully involve employees in the day-to-day business activities and in key decisions, in order to increase employee commitment and satisfaction. ...
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Introduction This article presents an overview of recent research that has been conducted into how leadership, specifically inspirational leadership, affects employee motivation, and how strategic decision making can be improved by behavioural game theory. Further, studies on which HR measures drive employee commitment, as well as on personal differences and their impact on commitment and satisfaction are discussed. Twenty years after the landmark McKinsey study (Chambers et al., 1998), the “war for talent” still continues. How to increase employees’ commitment to the organisation is of central importance to the ongoing policy debate on the development and especially the retention of the workforce. In a time of rapidly changing economic environments, organisations cannot afford to be inefficient and let potential go untapped. Motivation can be defined as energy and direction that drives cognition or behaviour (Deci & Ryan, 1985; Ryan & Deci, 2000). Equally, individuals strive for satisfaction at work as well as personal fulfilment. This article compiles current research findings in the areas of management science and organisational psychology, illustrating how leadership style, strategic decision making, HR measures, and personal differences contribute to a committed and motivated workforce. The following abstract of this article discusses research on how leadership styles can influence employee motivation and commitment. Next, theoretical concepts of strategic decision making are discussed, specifically behavioural game theory as a practical model compared to traditional game theory. Examples of practical application illustrate how behavioural game theory can inform management decisions. Then, analyses of specific HR measures and their impact on employee commitment are presented. The final abstract presents an analysis of individual differences’, specifically intelligence’, relation to commitment and job satisfaction.
... Kvalitatív módszertan mellett döntöttünk, mivel úgy véltük, hogy ez a megközelítés alkalmas leginkább a kisvállalatokban zajló tanulási folyamatok kutatására (Short & Gray, 2018). A kutatás földrajzi fókusza önmagában is fontos tényező, mert a közép-európai átmeneti gazdaságokban nagyon kevés empirikus kutatás foglalkozott a KKV-k EEM-gyakorlatával (Gittins & Fink, 2015;Marzec et al., 2009;Pollard & Svarcova, 2009;Psychogios et al., 2016;Richbell et al., 2010;Zientara, 2009;Kárpátiné Daróczi et al., 2016). ...
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Ebben a tanulmányban a magyarországi kisvállalkozások munkahelyi tanulási folyamatait elemezik a szerzők. Feltáró célú írásuk a kisvállalkozásoknál zajló munkahelyi tanulás két meghatározó tényezőjét vizsgálja: a tulajdonos/vezető, valamint a vállalkozások kapcsolatrendszerének és az őket körülvevő hálózat szerepét. Kutatásuk során kisvállalkozások tulajdonosaival, vezetőivel félig strukturált, kvalitatív interjúkat készítettek. A következő három fő kérdésre kerestek választ: (1) Mi jellemzi a kisvállalkozások munkahelyi tanulását? (2) Milyen szerepet játszik a kisvállalkozás tulajdonosa/vezetője a tanulási környezet alakításában? (3) Hogyan járul hozzá a tulajdonos/vezető kapcsolatépítő tevékenysége a kisvállalkozások hatékony tanulási folyamataihoz? Tanulmányuk eredményei azt mutatják, hogy – bár gyakran nem tanulásnak nevezik – a kisvállalkozások tulajdonosai tudatosan fejlesztik és menedzselik a munkahelyi tanulás folyamatát és annak környezetét. ------ This article investigates the process of workplace learning in small firms in a Hungarian context. The exploratory study focuses upon two small firm-specific factors having a crucial impact on workplace learning, namely the role of the owner/ manager and the role of networks in small firms’ learning. Building upon 11 semi-structured qualitative interviews with owners/managers of small businesses, the study addresses three main research questions: (1) What specificities of workplace learning in small firms can be identified? (2) What role does the owner/manager play in shaping the learning environment in small businesses? (3) How can the owner/manager’s networking activities contribute to effective learning in small businesses? The results suggest that, although often not addressed as learning, small business owners very consciously develop and manage the learning process and environment in their firms.
... Por último, y ligado al tema de mercados, la calidad del recurso humano con que cuenten las pymes influye tanto en su internacionalización (Onkelinx, Manolova y Edelman, 2016) como en su desempeño (Sheehan, 2014). Investigaciones como la de Collins y Smith (2006) y Huselid, Jackson y Schuler (1997) ya habían aportado evidencia general sobre la relación positiva entre el recurso humano y performance para las empresas, sin embargo, en el caso de las pymes, la adquisición del recurso humano es diferente a la de las demás empresas, y se encuentra definida por su constitución (Richbell, Szerb y Vitai, 2010). En el citado estudio realizado en pymes en Hungría, los autores evidenciaron que el recurso humano de este grupo de empresas se definió desde su propia constitución, la formación de los propietarios, y que ello también se reflejó en carencias de estructuras organizativas formalizadas, como lo son, por ejemplo, contar con un plan de negocios o su estrategia comercial por escrito. ...
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Este artículo evalúa la eficiencia competitiva de sesenta y siete pequeñas y medianas empresas costarricenses para el 2017. A partir de las bases teóricas del Enfoque Basado en Recursos, se aborda metodológicamente la medición de la competitividad empresarial del grupo de empresas en estudio a través de un índice compuesto por diez pilares, según lo propuesto por Lafuente, Leiva, Moreno y Szerb (2019b). Estos pilares se encuentran interconectados y configuran la competitividad empresarial de las pymes. Para estimar su eficiencia, se realiza un modelo de análisis envolvente de datos (DEA por sus siglas en inglés), con especificación de un input y un output. Los resultados de la investigación indican que las empresas agrupadas en los sectores de manufactura y servicios muestran los índices de competitividad y eficiencia mayores, lo que es explicado por los pilares de innovación de productos y redes de negocios; mientras que los pilares menos priorizados son internacionalización, mercado interno y recursos humanos. Se concluye que el índice de competitividad es una herramienta que favorecería la toma de decisiones empresariales, pues contribuiría con en el diseño de estrategias empresariales orientadas hacia una configuración más homogénea en la asignación de recursos y capacidades.
... Source: Richbell et al. (2010), Urbano D. & Yordanova, D. (2008), Hayton, J.C. (2003), own elaboration ...
... The 'bleak house' model views people management in SMEs as characterised by employee exploitation, low wages and long working hours. On the other hand, the 'small is beautiful' approach views HR in SMEs as characterised by decent wages, pleasant working conditions and a healthy mutually beneficial relationship between the employees and the SME owner-manager (Richbell, Szerb, & Vitai, 2010;Wilkinson, 1999;Woodhams & Lupton, 2006). ...
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Orientation: This article argues that the best practice approach (BPA) to HRM fails to capture the peculiarities of HR practices in small and medium-sized enterprises (SMEs). The article instead articulates the view that the different and unique traits inherent in SMEs firms allows the firms to adopt distinct HR practices, which may not cohere with the prescriptive one-size-fits-all view which BPA advocates. Research purpose: The article aims to further the thesis that the long-held BPA approach to HRM does not always apply to SME firms given their unique characteristics which renders HR prescriptions applied in large firms invalid in SME firms. Research approach/design and method: As a theoretical article, a systematic literature review was conducted to draw findings and conclusions. Main findings: The article concludes that the eclectic nature of SME HR practices complicates the extent of generalisability of such practices across organisational settings, thus showing that HR practices that work in SME firms cannot be applied in large firms with equal success. Practical/managerial implications: The findings provide a platform to enhance the understanding surrounding managing human resources in SME firms by revealing the differences between people management in SME firms as compared to their larger counterparts. Contribution/value-add: The article is groundbreaking as it has opened new avenues in the quest to understand the nature and contribution of HRM in SME firms.
... Usually, small businesses are not aware of their human resources problem (Richbell, Szerb, and Vitai, 2010). In order to increase human resource competence, training development should be enhanced (Devins, Johnson, and Sutherland, 2004). ...
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This study examines the relation between potential growth in the context of micro, small, medium enterprises by evaluating several factors, i.e. lack of marketing ability, inadequate business training, technological backwardness, poor quality of products, lack of innovation, unfavorable legal and regulatory framework, insuficient capital, and shortage of skilled labor. The data collected is from 196 self-employed enterprises in Jakarta, Indonesia. Results indicate that unfavorable legal and regulatory framework is the most affecting factor to slow down the growth of small businesses as well as a hindrance to its exports opportunities abroad. The further investigation of demographic factors shows how the differences canadd to ourunderstanding in the potential growth of smallbusinesses.
... In a study by Suzanne et al. [13] in analyzing HRM activities at SMEs in Hungary through a questionnaire survey of a large sample of 678 Hungarian SMEs , the authors assessed HRM systems that have been used in some HRMs in Hungary and explored the relation of HRM activities performed with the size and performance of SMEs. The results found are that the majority of SMEs in Hungary have models that work together and even make the lack of skill aspect not a problem in their business processes. ...
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Small and Medium Enterprises (SMEs) in Indonesia continue to grow because it is supported by ideas and creations of the community that keep creating new idea either from food products, clothing, or multipurpose tools. There are already a few examples of successful IT implementation on SME in many countries, but in Indonesia, many SME's does not yet know about the benefit of IT implementation in their businesses. To solve this problem SME's need for learning and adapting IT from the internal functions of the organization, and one of them is Human Resource Management (HRM). This research will try to redesign HRM system based on mobile system or smartphones as one of most popular and most used technology in Indonesia. Smartphones can be used as an early and easy approach for those SME's in the IT-based system. This research will be focused on collecting qualitative data based on the interview with 5 respondents as owner or manager of SME to specify requirements of the design and problems that can be solved. As for the results, the major problem is from the human resource which is lack of knowledge, experience and there are few internal problems in SME's which can be solved by redesigning the mobile system. After presenting the result of redesigning, respondents conclude that the system is sufficient for their daily business activities and they feel comfortable with the design on the mobile system as they said it is easy to understand. Presented design can be much improved by adding more information, opinion, and feedback from other SMEs into consideration in the aim to achieve effective and efficient system design.
... Recruiting one or two workers from Java Island with their artistic talents is considerably much cheaper than recruiting the full extend of local workers. The workers can also be employed as trainers to employer and employees where most of SMEs is lacking in the training (Richbell et al., 2010;Jones, 2001). The potential impacts of training and education to innovation in SMEs business have been confirmed by Kato et,al. ...
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North Sulawesi, one of the provinces in northern part of Indonesia has an abundant coconut plantation which covers the area of more than 2.5 hundred thousand hectares. The coconut timber of this region has a harder and high density and is considered as the best of its kind throughout Indonesia. The coconut lumber has been widely used as building construction components and furniture. The latter has attracted the small and medium enterprise in Tomohon Minahasa to produce a high quality furniture. With the help of a foreign investment in machinery, this enterprise has been able to compete in the domestic market. However, recently it has faced a growing and intense competition from other alternatives that has significantly reduced the marketability and competitiveness of the coconut furniture. The research focuses on creating marketing strategy to this slow growth enterprise that will enable it to revive and recapture the lost marketsand develop new ones. The research methods employs a combination of observation, interview and questionnaire, documentation and analyzed usingIFE and EFE Matrices and Space Matrix . Thefinding shows that the enterprise is in Quadrant 4 which requires a competitive strategy. Product differentiation,backward and forward integration, networking and broadening marketing scale are among viable and feasible alternatives for this enterprise to not only survive but gain profitable end
... HRM in Ungarn entwickelte sich in den vergangenen Jahrzehnten hin zu einer strategisch ausgerichteten Organisationseinheit mit strategischen Prozessen, die insbesondere durch niedergeschriebene Strategiedokumente sowie auch die Mitwirkung von HR-ManagerInnen in Vorstandsetagen beschrieben werden kann (Poór und Karoliny 2015;Gooderham und Nordhaug 2011). Beziehungen zwischen ArbeitgeberInnen und ArbeitnehmerInnen stellen den Hauptaufgabenbereich von HR dar (Poór 2009 (Richbell et al. 2010). Ein ähnliches Bild beschreiben Lucas et al. (2011) in der Slowakei: Die Entwicklung von einem rigiden sozialistischen Personalmanagement hin zu HRM wird wahrgenommen -ein hybrides HRM bestehend aus traditionellen westlichen HR-Instrumenten, die jedoch weiterhin durch ein sozialistisches Vermächtnis beeinflusst werden. ...
Chapter
Die Aufgaben des und Erwartungen an das Personalmanagement haben sich in den vergangenen Jahrzehnten stark verändert und zusätzlich auch erweitert. Während zunächst die Administration im Vordergrund der Personalarbeit stand, rückten ab den 1970er-Jahren die MitarbeiterInnen als Unternehmensressource in den Fokus – und die Personalentwicklung gewann an Bedeutung. In den vergangenen drei Jahrzehnten wurde ebenso der Ruf nach einer strategischen Ausrichtung der Personalarbeit laut. Diese Veränderungen in den Rollen des HRM ziehen die Frage nach veränderten Kompetenzanforderungen nach sich. Der vorliegende Buchbeitrag diskutiert die Entwicklung eines HRM-Kompetenzmodells. Methodisches Vorgehen: 1) Literaturstudie 2) Qualitative Vorstudie in den Ländern Österreich, Tschechien, Slowakei und Ungarn 3) Quantitative Hauptstudie zur empirischen Validierung des HRM-Kompetenzmodells in den genannten Zielländern. Obgleich die Selbsteinschätzungen über die Landesgrenzen hinweg sehr ähnlich waren, werden Unterschiede und Handlungsansätze kurz diskutiert.
... Furthermore, HRM and in particular SHRM not only differs depending on the perspective but also considering company size. While most papers on strategic HRM are more commonly associated with the study of large organisations, there is a growing body of literature that contributes to a deeper understanding of the role of HRM in small and medium-sized enterprises (SMEs) (Mayson & Barrett 2006;Barrett & Mayson 2007;Richbell et al. 2010;Relations 2001;Zheng 2009;Carraher et al. 2006;Stangl Susnjar et al. 2016). Studies indicate that reproducing HR practices and/or instruments from a big organisations and just implementing them into small organisations is not successful (Cardon & Stevens 2004 (Kok & Uhlaner 2014) and ad hoc of nature (Mayson & Barrett 2006). ...
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Strategic Human Resource Management (SHRM) is vital in order to gain competitive advantage for organisations. Although there is extant literature on SHRM from academia and practitioners alike, looking closer at HR activities in today’s organisations, resource allocation is still inclined towards more operational, day-to-day activities. The main objective of this paper is to give a deeper understanding about how the importance of strategic competence in HR might vary depending on the country, the work experience of HR managers and whether it differs between HR and stakeholders HR (namely, middle and top management), or if company size and the organisational life cycle play a role. A quantitative study of HR managers and stakeholders HR using telephone interviews was conducted in Austria and three CEE countries. Findings on the perceived importance of the strategic competence of HRM are presented in detail and suggestions for further research are presented.
... Finally, the work environment in SMEs is conceptualised as informal, where face to face open communication and interaction takes place (Prouska, 2011). Many argue that such informality could be considered as an advantage of small firms, where information and communication is shared between the owner/ manager and employees, resulting in higher employee involvement in decision making (Richbell et al., 2010). ...
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Purpose The purpose of this paper is to explore the application of total reward practices in small and medium-sized enterprises (SMEs) in the South-Eastern European (SEE) region and the reward elements positively affecting organisational performance. Design/methodology/approach The sample consists of 199 SMEs operating in SEE countries which are either under economic crisis or transition: Greece, Bulgaria, Romania, Albania, Kosovo and the Former Yugoslav Republic of Macedonia. Findings SMEs in the SEE region are implementing a total rewards model which is characterised by a weaker application of individual aspects and by a stronger application of transactional, relational and communal aspects. Within the communal aspects of the model, the study found three elements of the work environment that positively affect organisational performance; work-life balance, employee involvement voice mechanisms, and organisational culture supporting personal and professional development. Practical implications The study contributes to HR practice; the authors found that a better work environment is positively related to improved organisational performance in these SMEs. This means that in times of economic crisis or transition when HR budgets are limited such non-financial strategies can be a viable alternative to costly financial rewards to such organisations. Originality/value The study contributes to both theory and HR practice by shedding light on how employee rewards are affected in economies under crisis and transition, how SMEs can motivate their employees when faced with significant financial limitations, as well as explores which reward elements can lead to enhanced organisational performance in such organisations.
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Purpose The aim of this paper is twofold. The main objective is to contribute to a more comprehensive understanding of the tensions that characterize social enterprises because of their dual (economic and social) commitments in a Hungarian context. Design/methodology/approach The research was exploratory, as no structured inquiry has been carried out in a Hungarian context concerning the sources of tension social enterprises encounter because of their dual commitments. Therefore, a qualitative approach was chosen to achieve the exploratory goal. Semi-structured in-depth interviews were carried out with one expert and nine social entrepreneurs to map and understand these tensions in a Hungarian context. Findings The research provides a comprehensive three-level model of tensions in which concrete (observable) tensions are grouped into 4 main groups of tensions and 15 subgroups. Originality/value This study is original in two ways. First, besides the numerous tensions other researchers have already observed, this study revealed some that have not been empirically observed. Second, being the first research on tensions in a Hungarian context, to the best of the authors’ knowledge, the results increase understanding of social entrepreneurship in a Hungarian context based on the lived experiences of Hungarian social entrepreneurs.
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1. Abstract: The Covid-19 pandemic has dramatically changed the way businesses operate, most significantly the way they manage human capital. Talent Management faces numerous challenges, from talent acquisition to talent retention, to skill shortages, to skills upgradation, adapting and embracing technology, to the "Great Resignation" adding to increasing attrition levels. The need to provide a seamless employee experience has never been felt so much as in the Covid-19 world and beyond. Organisations need to reimagine Talent Management strategies in order to successfully overcome these challenges in a continuously changing ecosystem, in order to bridge the talent shortages and stay competitive. This paper identifies the challenges of talent management, and explores talent management strategies being adopted by companies to deal with these challenges. The author draws upon the existing research and perspectives on this topic, survey reports, the discussions and views of experts and professionals in conferences, webinars and podcasts, to bring out his insights and perspectives, and to suggest innovative strategies and frameworks in talent management in Covid-19 and beyond. The paper suggests some of the following strategies to tackle the challenges, and to ensure that companies thrive in a highly volatile and uncertain environment:(a) innovative talent onboarding practices built around the candidates to provide a satisfying experience, (b) talent
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In an environment of continuous and growth of high economic situations, economic reforms and liberalization of the economy, the role and importance of the small-scale business sector has become more significant. These industries make considerable impact to the annual GDP, exports and employment. Small Scale Business is a vibrant and important sector of the economy and providing of employment, but it is startling that without a proper functioning HR department, implementing various people-related processes and policies, how it would be difficult. This article provides a snapshot of the challenges emerging for small scale business in Kerala. So to deal with this problem and to have an aim for solving such problem this study is been conducted. Various reviews have been collected in regards to this study and various SPSS tools have been put into use. And the essential finding has been made after the clear analysis on this issue.
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Despite the proliferation of HRM research, only a small fraction explores the context of small and medium‐sized enterprises (SMEs). Where HRM in SMEs has received attention, the literature base remains fragmented and variable, comprising a plurality of definitions, explanations, and methods. To advance understanding, this paper uses a quarter‐century systematic review drawing on an evidence base of 137 peer‐reviewed articles. A cumulative framework is presented capturing key developments and synthesizing existing areas of research focus. Analysis of limitations and knowledge‐gaps finds a failure to differentiate across various types of SMEs, limited appreciation of SME characteristics and contextual conditions, and a dominance of managerial perspectives. An agenda for future research on HRM in SMEs is outlined with respect to definitional parameters, HR practices, HRM–performance, key determinants, and presenting issues. The paper concludes that SMEs offer a unique, fruitful, and timely context for investigations of HRM.
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The aim of the publication is to present the results of the analysis of processes in the field of human resources management based on the obtained primary data, to bring the main findings in HR for SMEs and to define the challenges, which are then addressed by other SHARPEN project outputs. A collaborative cross-regional research aimed to get data from five European regions in order to map HR processes, analyse data and compare findings across the five regions. The whole process before this publication could be written involved literature and secondary data review, preparation of methodology and phases of data collection. Based on this the collection of primary data was ensured where the partner universities used strengths and competences to generate new insights, knowledge and comparative analysis in order to contribute to closing gaps in the HRM for SMEs fields. Cílem publikace je předložit výsledky analýzy procesů v oblasti řízení lidských zdrojů. Na základě získaných primárních dat dále přinést hlavní zjištění v oblasti lidských zdrojů pro malé a střední podniky a definovat výzvy, které následně řeší další výstupy projektu SHARPEN. Společný výzkum měl za cíl získat data z pěti evropských regionů za účelem zmapování procesů v oblasti lidských zdrojů, analýzy dat a porovnání vybraných zjištěných výsledků v těchto regionech. Celý proces před vznikem této publikace zahrnoval rešerši literatury a sekundárních dat, přípravu metodiky a jednotlivých fází sběru dat. Na základě toho byl zajištěn sběr primárních údajů (dotazníkové šetření a anketa), který partnerské univerzity využívaly k vytváření nových poznatků, znalostí a srovnávací analýzy, s cílem přispět ke zjištěním o rozvoji oblasti ŘLZ v malých a středních podnicích.
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This article investigates the workplace learning processes among small Hungarian firms by building on the human capital approach. The exploratory study focuses on two small firm-specific factors that crucially impact small firms’ workplace learning: the roles of the owner/manager and networks. Building upon 11 semi-structured qualitative interviews with the owners/managers of small businesses, the study addresses three primary research questions: (1) What specificities of small firms’ workplace learning can be identified? (2) What is the owner/manager’s role in shaping the learning environment in small businesses? (3) How can the owner/manager’s networking activities contribute to effective learning in small businesses? The results suggest that although often not addressed as learning, small business owners consciously develop and manage their firms’ learning processes and environments.
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Managing People in Small and Medium Enterprises in Turbulent Contexts explores a range of human resource management (HRM) issues specific to small and medium-sized enterprises (SMEs). Based on a series of research studies and secondary sources of data, the book's primary aim is to contextualise HRM issues in SMEs operating in a variety of national economic contexts that are (or have recently experienced) a turbulent situation. SMEs are the backbone of these economies. It is therefore critical that we study HR practices and concepts within such enterprises. The book covers HR practices in SMEs, such as recruitment and selection, training and development, performance evaluation and employee relations, by focusing on three types of turbulent economies: emerging market economies in Asia, the Pacific, Africa and Latin America; transition economies of Central and Eastern Europe; and crisis contexts in Southern Europe. Managing People in Small and Medium Enterprises in Turbulent Contexts is a useful resource for organisations, practitioners, academics and scholars in the fields of HRM, employee engagement, small and medium business management and other related disciplines.
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The current study in general aimed to review the previous literature in regards to the determinants of access to finance for small and medium enterprises (SMEs) to derive relevant variables which make the actual impact for Business Owners to access to sources of finance. It also aimed to use such variables identified in previous research for developing a conceptual model and conducting an empirical field study on SMEs in the Libyan context.
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Western Human Resources Management (HRM) policies are influenced by certain sets of external and internal factors and divergent developed models. Nevertheless, while building up the human resources management models certain researchers have concentrated on humanitarian ground whereas others have considered human resources only as one of the tools. The practitioners chose the most beneficial HRM policy for their organizations. The authors have dicusssed about the influential factors that affect to build the models. These models http://ijim.ump.edu.my/index.php/downloadthose have been discovered and recognized at different times are also discussed in this paper. Finally, the influential factors and used models of the western HRM practices have been found and analyzed. http://www.myjurnal.my/public/article-view.php?id=96516 http://ijim.ump.edu.my/index.php/download
Chapter
This chapter presents the current state of leadership development in different sectors in Hungary, discusses the trends in leadership development and their implications for practice and research, and concludes with an integrative framework to guide future research and practice. Since leadership represents a crucial element in the competitiveness of organizations and nations driven by continuous changes due to technological advances and globalization, the understanding of leadership development approaches and the development of a systemic, multisector framework that will ensure the well-being of all is a significant pursuit. This chapter is informed by an integrative literature review and informal discussions with leaders, providers of leadership development and coaching, and scholars in the field of leadership.
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The role of human capital has received considerable attention in research on small and medium sized firms. However, much uncertainty remains as to how practices that enhance human resources (HR) affect the performance of small and medium sized firms, whether some practices have stronger effects than others, and which contingencies influence these effects. Relying on the framework proposed by Subramony (2009), we propose that small and medium sized firms need to implement HR practices that focus on enhancing skills, motivation, and empowerment. The results of our meta-analysis comprising 56 studies that focused on small and medium sized enterprises (SME) indicated that HR-enhancing practices are correlated with firm performance (rc = .228). Moreover, HR-enhancing practices were more relevant for young firms and SME operating in high-tech industries and in country contexts characterized by rigid labor regulations. We compare the results of this meta-analysis with meta-analyses performed in the large firm context. Overall, our results suggest that HR-enhancing practices are important in the SME context in general and, moreover, they specify whether or not these practices have to be adapted to the SME context.
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The aim of this chapter is to provide a conceptual basis on the role of HR (Human Resources) practices in conflict management in the context of small business. However, conflict management is not accounted as a formal function of HRM (Human Resources Management) such as selection, performance appraisal, or administrative services. Besides, HR functions in Small-Medium Entreprises (SMEs) are usually carried by owners or line managers while some practices might be outsourced, as well. Consequently, managing human resources is different in SMEs due to firm size, priorities of the owner, and informality. Therefore, the challenge is to build the link between HR functions and conflict management in the context of small business. In this respect, the chapter emphasizes the importance of managing human capital effectively in terms of managing conflicts.
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It is through T&D that SMEs can guarantee the development of critical competencies. However, training in these companies is typically informal, with little involvement of management, focused in the short term, and poorly related with the business needs. This research addresses the employers’ perspective of the reasons for SMEs investing in training, and of the problems throughout the training process. The questionnaire’s results of 275 SMEs from two cities of Portugal show as reasons for investing in training the need to improve skills, enhance individual and organizational performance, and achieve credibility. The major problems are associated with the acceptance of after work hours, availability of trainees, and the perception of the cost-benefit relation of training. Implications of these findings are discussed and solutions are provided.
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The purpose of this paper is to explore the role that owners’ orientations to work play in the employment relationship in the small business. Through four case studies in the restaurant sector the work challenges whether sector and size are influential or whether agency is vital to the discussion. The paper positions the importance of orientations to work in discussing the small business owner and highlights the role orientation to work plays on the employment relationship in these firms. Four alternate orientations to work operating within the businesses are discussed and their impact is evaluated through two examples: interacting with the labour market and pay setting.
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Within this manuscript I present conceptual and empirical evidence that indicates that within the US small business sector high performance work systems (HPWS) are associated with outcomes that are key to the success of small US firms. I also present empirical evidence that indicates that within this sector of the US economy HPWS do not necessarily produce outcomes that exceed the labor costs associated with the use of these systems.
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From the late 1970s onwards policy-makers, academics and analysts in Britain and abroad have increasingly focused their attention upon the development of small- and medium-sized enterprises (SMEs). The potential growth of this sector of the economy has progressively come to be seen as the solution to Britain's ‘relative’ (and, in some notable cases, absolute) economic decline. By the 1980s, however, it appeared that compared to both its major and minor competitors, the British labour force was relatively poorly educated and trained. In order to overcome the retarding effects of the ‘British disease’, priority has to be given to raising the level of vocational education and training, both quantitatively and qualitatively. This article considers the contemporary developments in the field of vocational education and training as applied to the small business sector of the British economy. It begins with a historical overview of the still relatively unexplored issue of training in smaller enterprises and continues with an analysis of current pertinent issues such as the inception of Training and Enterprise Councils and Local Enterprise Councils, National Vocational Qualifications and Youth Credits. Skills needs and shortages specific to the small business sector are analysed from a number of different perspectives, including those of owner/managers, employees and policy-makers. The data obtained by the author from 2000 telephone interviews, 246 semi-structured, in-depth interviews and 74 case studies carried out in the West Midlands region are summarised in this paper. Preliminary results and a discussion of owner/managers’ attitudes to, and actual provision of, training are presented in the context of the traditional British ‘training culture’. The author concludes that although owner/manager attitudes to vocational education and training are largely positive, its actual provision fails significantly to keep pace with the perceived needs of small firms. It is argued that Britain lacks a coherent training policy and the resulting failure to fund and provide transferable skills training can only deepen the competitive disadvantage faced by small businesses, in both the domesti and international markets.
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This article explores the ways in which the characteristics of the owner-managers of small firms influence whether or not those firms have a business plan. The focus is primarily on antecedent influences on owner-managers such as education and prior experience. Data are drawn from a survey of the owner-managers of small metalworking firms in Sheffield, UK. Around half the sample of owner-managers possess a business plan. Antecedent influences on owner-managers showing a significant association with the possession of a business plan include an above average level of education, previous work experience in a large firm immediately before setting up their firm and running firms in sectors outside their previous experience. Not surprisingly, possession of a business plan showed a positive association with those owner-managers with a growth orientation. It is concluded that owner-manager characteristics can be important in explaining the presence/absence of a business plan within the small firm.
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It has become widely acknowledged that, during the past decade or so, large mainstream companies in the UK have adopted a new agenda for managing people. Relatively little is known about the impact of this new agenda on small businesses. The small business sector has been long regarded as the natural home for ‘bleak house’ employment relations practices typified by direct management control, poor terms and conditions, high staff turnover and little training. In March 1993, however, a large survey of 560 companies in Leicestershire revealed a surprisingly high take-up and awareness of new management ideas among small business managers. These findings are at odds with a crude ‘bleak house’ scenario. This large-scale telephone survey was then followed up with detailed case study research. This article presents and reflects upon the evidence and reformulates ideas about people management in small businesses.
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While much of our knowledge concerning traditional HR topics (e.g., recruiting, compensation, or performance management) in large firms may also apply in small or emerging organizations, evidence suggests that new ventures are different and that management of people within them may not clearly map to management within larger, more established organizations. This paper reviews extant research on managing people within small and emerging ventures and highlights additional questions that have not yet been addressed. Our review suggests that as scholars, our understanding of the HR issues important to small and emerging firms is limited. While we have begun to understand how these firms should hire, reward, and perhaps even motivate their employees, we lack much of the theory and data necessary to understand how small and emerging firms train their employees, manage their performance, promote or handle organizational change, or respond to potential labor relations and union organization issues. The existing literature presents an often-confounded relationship between size and age, between the issues important to small firms and the issues important to young ones. Given the potential early HR decisions have to impact the organization's downstream success, it is important that we understand how these functional areas of HR (as well as their integration and evolution) affect small and emerging firms, and how the HR decisions made during the formative stages of firm development impact the firm's long-term goals.
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The HR practices of the former state-socialist countries have gone through significant changes. The analysis of the developments, built on the Cranet (2004) survey, intends to describe the similarities and differences found between 6 countries of the Central Eastern European region and the total sample of 32 countries participating in the survey. The primary aim of the paper is to highlight the strands of international human resource management, investigating the main focuses, strong and weak elements of both CHRM and HRM. Moreover, it attempts to formulate suggestions on where and how to increase the explanatory power of the current models of CHRM, based on the experiences gained by this analysis.
Book
Originally published in 1989, this book analyses the economic and political position of the small firm in the 1980s, and in particular the relationship between small and large firms in an advanced capitalist economy. Focusing on the printing and clothing industries, it examines the industrial relation practices in these two contrasting sectors and shows that apparent industrial relations harmony – for example, the lack of strikes – should be put down to the powerlessness of the workforce rather than to contentment.
Book
This book presents a unique, real-life' analysis of the organization of production in small firms, centring the discussion around three detailed case studies.
Book
Combines insights from leading analysts of the field. Focuses on three main areas: strategy, practice, and international aspects of HR.
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Small firms account for a substantial proportion of employment in advanced economies; yet understanding of the quality of jobs in them remains poor. Studies using national-level data find that indicators such as autonomy are high but find it hard to say why. Analyses within small firms stress the structuring of jobs and not size as such. Data from 384 employees in small firms from three contrasting sectors are used to test three hypotheses. 1) There is a pure size effect; such an effect was found in such areas as good relations with managers, and explained in terms of the informality of small firms. 2) Size is in fact a proxy for other influences; there was little evidence of this. 3) Factors not associated with size are more important; features such as autonomy and work pressure reflected sectoral differences and not size. Overall, qualified size effects were found, suggesting the continuation of traditional small-firm relationships.
Article
PROFESSOR DAVID STOREY AND DR. Paul Westhead are with the Small and Medium Enterprise Centre at Warwick University, England. To improve the internal efficiency and business performance of small and medium-sized enterprises, a number of training initiatives have been introduced in the United Kingdom over the last decade. This has been based on the provision that training can be a powerful agent of change, facilitating and enabling a company to grow, expand and develop its capabilities and so enhance profitability. This paper seeks to review research which has examined the relationship between small firm performance profits, growth or survival and participation in management training. Although the prime focus of the current paper is upon the United Kingdom context, an earlier paper examined research literature from elsewhere in Europe, Canada, the United States, and Australia. Its conclusion was that the relationship between participation in management training and small business performance is currently not well established. The current paper briefly reviews these issues but is primarily concerned to establish reasons for the weak relationship between management training and small business performance in well-conducted research.
Article
This study was designed to provide insights into how barriers to small- to medium-sized enterprises’ (SMEs’) participation can be addressed by training providers by examining evidence from a training programme offered over a period of 21 months. Previous research findings identifying influences on SME participation in training have been used as an analytical framework to examine an experience of training design and delivery in practice. Discussion and analysis of project data within the framework above identifies support for some of the relationships between SME participation and these influences. SMEs have taken up the training, participation grew over time, and positive feedback was received. More respondents reported an intention to participate in future training than had taken part in prior training. It therefore seems that the approach taken has been successful in overcoming barriers to SME participation. The paper concludes by discussing the implications of the findings for learning approaches that promote SME take up.
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How can human resource management (HRM) practices promote entrepreneurial performance in small and medium-sized enterprises (SMEs)? This article discusses the association between human capital management (HCM) and other contemporary HRM practices and the ability of SMEs to be entrepreneurial. In a study of 99 SMEs, HRM practices that promote employee discretionary behavior, knowledge sharing, and organizational learning are found to be positively associated with entrepreneurial performance. Two contingencies are also identified for this relationship. First, the use of strategic HCM practices enhances the observed positive association. Second, these relationships are strongest for SMEs operating in high-technology industries. © 2004 Wiley Periodicals, Inc.
Article
In this unique volume John Storey has brought together leading authorities to provide comprehensive and state of the art coverage of the key and emerging issues in HRM appropriate for students at undergraduate and postgraduate levels. The second edition contains fully revised and updated chapters from the original contributors but also covers new themes such as HRM and Ethics, Knowledge Management, Organizational Learning, Culture and Change, and HR in International Joint Ventures. In addition, current debates about the nature and significance of HRM are taken on to new ground. Further coverage includes the link with corporate strategy, the interface with the personnel function, and trade unions and industrial relations. In short - an in-depth and authoritative text. Each of the chapters is written by an expert in the field, providing students with a critical examination of contemporary concerns and debates in HRM Covers all of the main practice areas including Resourcing, Assessment, Training and Development, Reward Systems and Employee Involvement and Partnership International aspects are explained by experts in European HRM, American HRM and International Management, facilitating understanding of the differences and similarities in HRM global practice.
Article
Purpose The purpose of this paper is to examine the take up of gender‐based equal opportunities policies and practices in small to medium‐sized enterprises (SMEs) and explores the relationship between size and take up within the SME sector. Design/methodology/approach The paper draws on detailed data generated by a European Social Fund sponsored equality audit tool (breakthrough). This is an interactive, questionnaire‐based programme incorporating 60 questions on human resources policies and practices relevant to gender‐based equal opportunity. The questionnaire was administered within a structured interview, which was recorded and transcribed. In the North West of England, 80 SMEs, across a range of sectors, participated. Findings The data revealed that, while there was some evidence of take up of good equality practice in SMEs, many small businesses were not active in this area and indeed a sizeable minority were perpetuating discriminatory practices. Medium‐sized organisations were more likely to have, and implement, equality policies than small ones. However, in one area, around flexibility to meet carer responsibilities, the small organisations performed better. Analysis of moderating variables suggests that it is factors related to size, rather than size per se , that explain the differences in take up between small‐ and medium‐sized firms. Originality/value The paper highlights the need to find ways to engage SME managers with the equality agenda. It explores the distinctive features of the small firms and their environment which may inhibit this at present and set out an agenda for future research which will deepen understanding in this area and inform policy.
Article
No This paper reports on empirical work recently conducted about the use and effectiveness of HRM practices in small and medium sized enterprises (SMEs). A telephone survey was conducted with 100 senior managers of SMEs to ascertain their use of a range of human resource practices and the extent to which they had found those practices successful in aiding the achievement of company objectives. Additionally in-depth interviews were conducted with senior managers from a further 22 SMEs. Findings suggest that there is considerable diversity amongst SMEs in relation to their use of HR practices. A model is provided that identifies the key criteria that underlie the adoption of HRM practices, and the implications of the model are discussed.
Article
The contention in this article is that an integrated approach can be used to analyse industrial relations in small firms and to investigate the image of industrial harmony. This integrated approach, incorporating the dialectical relationship between structural forces and human agency, is underpinned by Marxist labour process theory, and can be used to explain the variety of small firm industrial relations and the conditions under which they are produced. The integrated approach points to a way forward from the old stereotype of `small is beautiful'.
Article
The rise of the computer and the increasing importance of intellectual assets have compelled executives to examine the knowledge underlying their businesses and how it is used. Because knowledge management as a conscious practice is so young, however, executives have lacked models to use as guides. To help fill that gap, the authors recently studied knowledge management practices at management consulting firms, health care providers, and computer manufacturers. They found two very different knowledge management strategies in place. In companies that sell relatively standardized products that fill common needs, knowledge is carefully codified and stored in databases, where it can be accessed and used--over and over again--by anyone in the organization. The authors call this the codification strategy. In companies that provide highly customized solutions to unique problems, knowledge is shared mainly through person-to-person contacts; the chief purpose of computers is to help people communicate. They call this the personalization strategy. A company's choice of knowledge management strategy is not arbitrary--it must be driven by the company's competitive strategy. Emphasizing the wrong approach or trying to pursue both can quickly undermine a business. The authors warn that knowledge management should not be isolated in a functional department like HR or IT. They emphasize that the benefits are greatest--to both the company and its customers--when a CEO and other general managers actively choose one of the approaches as a primary strategy.
Article
The majority of empirical studies on the HRM-performance link report a positive story. The costs associated with the productivity rise due to high performance work practices (HPWP) have been largely neglected. The purpose of this study is to develop a conceptual framework that maps both the value-enhancing and cost-raising impact of HPWP. In addition, we want to pronounce upon their overall effect on financial performance. To test our model, we rely on a sample of small businesses. Understanding both performance and cost-related effects of the implementation of HPWP is particularly valuable for small businesses since they often lack financial resources to implement HPWP and benefit less from economies of scale compared to their larger counterparts. Study results indicate that although greater use of HPWP is associated with increased productivity, this effect is offset by increased labour costs. However, we find an overall positive effect of HPWP on firm profitability. Copyright Blackwell Publishing Ltd 2006.
Article
This paper reports new and unique firm-level survey evidence to investigate the microeconomic nature of the growth process and structural change in three transition countries, Romania, Bulgaria, and Hungary. In particular we investigate gross job creation and destruction in newly established private (de novo) firms and "traditional" ones, both state-owned and privatized firms, and find that de novo private firms are the most dynamic in terms of job creation. After controlling for size and life cycle effects, we find that de novo private firms consistently outperform the state-owned and privatized enterprises. In addition, we find that state-owned enterprises and privatized firms have on average the same firm-level employment growth.
Understanding the Theory and Design of Organizations
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SME development in Hungary: legacy, transition, policy
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Hungarian SME policy -development after EU accession
European Commission (2009), Hungarian SME policy -development after EU accession, http://ec.europa.eu/enterprise/ebsn/policies/national/hungary/documents/pd f/hungarian_sme_policy.pdf (Accessed 25 March 2009)
Changing features of Eastern European HRM practice: an international comparative study
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A vállalati kockázatkezelés kézikönyve
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Organisationstheorien
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Management and HR characteristics of SMEs in Hungarian regions in the framework of the life-cycle model
  • K Kiss
  • J Poór
Kiss, K. and Poór, J. (2006), "Management and HR characteristics of SMEs in Hungarian regions in the framework of the life-cycle model", in: Munkaügyi Szemle, Vol. 50 No. 9, pp. 14-19.
Small and Medium Enterprises in Transitional Economies
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Strategy for the Development of Small and Medium-sized Enterprises
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The State of Small and Medium Sized Enterprises
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A magyar gazdaság versenyképességét magyarázó tényezőkről
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Papanek, G., Borsi, B. and Tompa T. (2007), "A magyar gazdaság versenyképességét magyarázó tényezőkről", Külgazdaság, Vol. 51 Nr. 3-4. pp. 10-38.
Enterprises by size class - overview of SMEs in EU
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Schmiemann, M. (2008), "Enterprises by size class -Overview of SMEs in EU", Eurostat, Statistics in Focus, Vol. 31.
Small Firms: Big Business; A review of small and medium sized enterprises in the
Small Business Service (2001), Small Firms: Big Business; A review of small and medium sized enterprises in the UK, HMSO, London.
Strategy for the Development of Small and Medium-sized Enterprises, Ministry of Economy and Transport
Ministry of Economy and Transport (2008), Strategy for the Development of Small and Medium-sized Enterprises, Ministry of Economy and Transport, Budapest.
Job creation, job destruction and growth of newly established, privatized and state-owned enterprises in transition economies
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Bilsen, V. and Konings, J. (1998), "Job creation, job destruction and growth of newly established, privatized and state-owned enterprises in transition economies; survey evidence from Bulgaria, Hungary and Romania",
Human Resource Management 10 th edition
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Dessler, G. (2005), Human Resource Management 10 th edition, Pearson Education, London.
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