A three-fold framework for understanding HRM practices in South-Eastern European SMEs (original) (raw)

Formal experience of SME owners in the field of HRM: A case study in Kosovo as a country with an emerging economy

Journal of Governance and Regulation

In this paper, an attempt has been made to identify the extent of formal experience of small and medium enterprises (SMEs) in the field of human resource management (HRM). It also views the manifestations of SME owners’ experience in human resource management practices as well as in recruitment processes. On the other hand, it attempts to see if there is a connection between informality and the experience of the owners in the field of HRMs. Qualitative methods were used in this study. A random sample selection technique was used in the sample selection. Five small and medium enterprises were selected for this paper and semi-structured interviews were conducted with the owners of these enterprises. For the evaluation of the results, topics and categories were defined and afterwards interpreted based on the research questions of this paper. The results of this study have shown that there is a correlation between the formal experience of owners in relation to the implementation of huma...

The role of contextual factors in shaping HRM formality in SMEs

Employee Relations, 2022

Purpose-This study examines the influence of contextual factors (e.g., age, 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.

Human resource management in Romanian SME's: a dynamic perspective

2012

The present paper envisages to look at how Small and Medium-sized Enterprises from Romania use a number of human resource practices. It has as main objective to analyze the evolution of the human resource management strategies used by Romanian SMEs over a few years period, namely 2004-2011. This dynamic perspective will envisage aspects such as the evolution of the average number of employees in SMEs, the employees' training activities and the evolution of the average wage in SMEs. The paper aims to identify changes in the HRM strategies used by SMEs given the shift from a good economic climate to a period of economic crisis. The paper will advance in the final section proposals for the improvement of the SMEs human resource management strategies, so that to better cope in economic crisis and post economic crisis periods.

The Emerging Outline of Selected HRM Business Practices In MNC In Central Europe – The Empirical Research Findings

Journal of Intercultural Management, 2016

The main goal of the article is to present some selected research findings on HRM business practices in local subsidiaries of multinational corporations in Central Europe in the after-recovery time from the worldwide economic crisis. The main subjects of interest are these kinds of behaviors, activities and opinions which are exhibited by these organizations in association with the business strategies they follow and as a result of their responses to the global economic changes. The article covers such issues as: generic business strategies, competitive factors, centralization and decentralization of HRM at the corporate and local level, responsibility of decisions, critical areas of HRM, competencies of HRM managers and the importance of HRM knowledge flows. The research was conducted in 2016 and the respondents were asked about their HRM practices in a previous year. The presented research findings come from five countries: Hungary, Poland, Romania, Serbia and Slovakia. Although o...

THE DETERMINANTS OF HRM FORMALITY AND ORGANISATIONAL PERFORMANCE IN SMEs IN PAKISTAN

2018

Given the important role of SMEs in strengthening a country’s economy, the HRM research in SME contexts carried out to date is scarce. The majority share of the literature concerning HRM practices has mainly focused on large organisations. Since SMEs differ from large organisations in multiple aspects (e.g., business strategy and resources), the findings of both are not comparable. Moreover, scant attention has been given to the HRM literature concerning Pakistani SMEs. Since SMEs are regarded as the back-bone of Pakistan’s economy, improved understandings of the sector’s approach to strategic planning and strategic human resource development and vital. The purpose of this study is to unfold the determinants of HRM practices and their influence on organisational performance in Pakistani SMEs. Guided by institutional theory and RBV, the conceptual model posits significant associations between contextual factors (business sector, firm size, firm age, ownership type, business plan, exp...

Strategic Human Resource Management at Small and Medium- Sized Enterprises in Serbia

2013

The modern human resource management (HRM) literature and the actual management practice both emphasize the strategic approach to company’s most important assets, its human resources. The human resource management activities are nowadays linked to company’s mission, vision and strategy, and its success is measured through numerous organizational measures. Many authors agree that there is a significant difference in the HRM practice of small and medium sized organizations and those large ones. As management practice depend on context, it is important to understand the internal and external challenges of companies in different countries and to adopt the adequate techniques in achieving the HRM’s double aim: the companies’ success and the employees’ satisfaction. The aim of this work is to present the strategy formulation process, the role of HR in it, to determine the type of linkage between HR and strategic management function and its influence on the success of small and medium-size...

HUMAN RESOURCE MANAGEMENT AND PRACTICES IN SMES IN DEVELOPING COUNTRIES: PRACTICES IN KOSOVO

The Small and Medium Enterprises (SMEs) are considered as the key contributors in developing countries and plays a significant role in the overall economy in terms of contribution to overall economic development and creation of employment opportunities. The paper will primarily focus on presenting the overview of the human resource practices in SMEs in general, an in specific description in Kosovo SME sector. The economic and politic development in the region, and overall changes in the global market, increases the importance of SMEs in Kosovo’s economy and is seen as unparalleled and crucial to overall Kosovo’s economic development. This paper presents the overview of the HR practices and development in SMEs in Kosovo. As first, this discussed the general views of the SMEs operating in Kosovo, which is the biggest employment sector. The opinions developed supports the argument that SMEs in Kosovo SMEs are yet in the initial stages of developing sustainable and contemporary policies and strategies in developing human capacities, which would result with greeted economic and social development. Some crucial issues concerning to Kosovo’s SMEs are also identified.

HRM formality differences in Pakistani SMEs: a three-sector comparative study

Employee Relations: The International Journal, 2020

PurposeGuided by institutional theory, this empirical paper examines variations in the adoption of HRM practices among SMEs in three different business sectors (services, manufacturing and trade).Design/methodology/approachData from 300 owners/managers representing three business sectors were collected through a survey method.FindingsThe results suggest that service SMEs use more formal HRM practices than manufacturing and trade SMEs. Manufacturing SMEs are more formal than trade firms. Results are not affected by firm age.Research limitations/implicationsSocial desirability bias may have influenced respondents into portraying a positive image of the organization by inflating HRM sophistication. A further limitation is that the performance of the firms was not measured. As such, it is not possible to judge whether greater HRM formality correlated with improved organizational performance.Practical implicationsThis study shows how the business sector shapes HRM practices in Pakistani ...

Romanian sme’s and their human resource management : recent trends and proposals for future

SMEs' Management in the 21st Century, 2012

This paper looks at how Small-and Medium-sized Enterprises from Romania use different human resource practices. Its main objective is to analyze the dynamics of the human resource management strategies used by Romanian SMEs in the period 2004-2011. This perspective will envisage aspects such as the evolution of the average number of employees in SMEs, the employees' training activities, the skills and competences required from employees in SMEs and the evolution of the average wage in SMEs. The paper envisages to identify changes in the HRM strategies used by SMEs in the context of the shift from a good economic climate to a economic crisis period. Finally, the paper will advance proposals for the improvement of the SMEs human resource management strategies in Romania.

ANALYSING DEVELOPMENT OF HRM PRACTICES IN SERBIA1

In recent past capital and added value formation were relying mostly to money and material resources. However in today's developed organizations human resources represent major source of capital and added value. Employees, their development and job satisfaction are becoming a major tool for generating competitive advantage in highly competitive global market. The result of such changes is development of human resource management as a new philosophy and management practice. The goal of this paper is to evaluate the level of development of such HR practices in Serbia, and to confirm that there are significant opportunities for improvements. We have determined which most common HR practices are and which departments and what profession of employees are devoted for its implementation. Our conclusion is that in Serbia HR practices are far behind what current practice in developed countries is, and that it is necessary to devote a lot of attention to educating company management on the importance of HR practices for building competitiveness on the market.