Applicant attraction practices and outcomes among small businesses. United States Small Business Administration Office of Advocacy 1997. Academy of Management Journal, 41, 540— 555. Using employee attitudes to evaluate a new incentive program. In sum, the use of human resource practices is found to positively enhance sustained competitive advantage. Journal of Small Business Management, 28 3 , 9— 18. The performance and policy implications of the research are discussed and future research avenues outlined.
One-on-one interviews are popular among both large and small firms. Implications for managerial practice and future research are offered. Journal of Small Business Management, 25 1 , 19— 25. Resources in small firms: An exploratory study. Concealment of negative organizational outcomes: An agency theory perspective. Employee perceptions of management commitment and customer evaluations of quality service in independent firms.
Characteristics of small business employers and owners. Defining the activities and effectiveness of the human resource department: A multiple constituency approach. Academy of Management Executive, 4, 35— 51. The role-based performance scale: Validity analysis of a theory-based measure. Using of social media in human re- source management has become more and more popular in last few years especial- ly in connection with communication and attraction of young generation Y and X and to target on a specific group of people.
Of particular significance here were practices which fostered employee communication and involvement such as the provision of strategic and financial information and self-directed work teams. Those initial blueprints have had important impacts on a wide range of organizational outcomes, including growth in administrative overhead, labor turnover, and bottom-line performance. Job stress, satisfaction, and mental health: An empirical examination of self-employed and non-self-employed Canadians. It was an action research project which utilised semi-structured interviews, participant observation on the factory floor and analysis of company documentation in the diagnosis phase. Entrepreneurial hiring and management of early stage employees.
Paper presented at the Academy of Management Meetings, San Diego. Motivation through the design of work: Test of a theory. However, large firms do make more extensive use of written tests and panel interviews. Union representation elections in large and small manufacturing firms: A comparative study. A multiple cross-case study research strategy was opted that allowed comprehensive details to be collected. Human Resource Management, 37, 31— 46.
Investing in employability enhancement appeared to contribute to innovative work behaviour. The five stages of small business growth. Labor shortages top taxes as main small business concern. Journal of Small Business Management, 35 2 , 1— 12. Person-organization fit: An integrative review of its conceptualizations, measurement, and implications. Organizational culture: Can it be a source of sustained competitive advantage? As for the final part of the cross-validation, multiple regression analyses were performed to demonstrate predictive validity.
Overall, our results are particularly promising given that the majority of our respondents are Irish owned enterprises. In the first part it provides a literature overview on this topic as well as inform about results of previous studies introducing this topic. Existing institutionalist research shows that they are in fact embedded in networks and thus shaped by social institutions. Journal of Small Business Management, 35 2 , 37— 61. Our theoretical framework identifies several possible reasons for the relationship between organization size and job rewards, including industrial, geographic, organizational, and individual variables. The project has examined how the founders of those enterprises approached key organizational and human resource challenges in the early days of building their companies, and how it affected the evolution and performance of their ventures. Academy of Management Journal, 34, 487— 516.
Competence at work: Models for superior performance. Journal of Small Business Management, 31, 52— 59. It replicates an earlier study carried out in Turkey using the same measures. Valuing employees: A success strategy for fast growing firms and fast paced individuals. The structure of work: Job design and roles. The chapter concludes by examining key implications and mapping out pathways for future research.