Relevant bibliographies by topics / Small business – Personnel management

Academic literature on the topic 'Small business – Personnel management'

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Published: 4 June 2021
Last updated: 7 February 2022

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Journal articles on the topic "Small business – Personnel management"

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Silineviča, Irēna. "INVESTIGATION OF THE ROLE OF PERSONNEL IN MANAGAMENT OF SMALL ENTERPRISES IN LATGALE REGION." Latgale National Economy Research 1, no. 3 (June 23, 2011): 216. http://dx.doi.org/10.17770/lner2011vol1.3.1816.

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Personnel is the main resource in a business company. The main prerequisite in strategic management is involving the personnel in this process. Strategic management has largely an influence upon the development and survival of enterprises against the backdrop of crisis in small businesses. The findings have clarified the correlation of duration of companies’ action and work experience of employers on the attitude to personnel and on involving it in a management process in Latgale region. The research results allowed developing proposals to improve the implementation of strategic management by taking into account the role of personnel in this process.
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Efimova, D. P., and V. M. Repnikova. "Problems of motivation in small business: questions and answers." Normirovanie i oplata truda v promyshlennosti (Rationing and remuneration of labor in industry), no. 7 (June 10, 2021): 44–51. http://dx.doi.org/10.33920/pro-3-2107-04.

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At present, the economy of society can be called a complex system, and one of its main elements is the personnel of enterprises. The results of the activities of most organizations and their experience in working with personnel can indicate that such factors as the formation of production teams, high-quality human resources, improved socio-psychological aspects of management and employee motivation are crucial in the use of human resources for efficient production and competitiveness of enterprises. This article examines the main problems associated with the motivation of personnel in small businesses. Along with that, an analysis of the activities of the small enterprise OOO (LLC) IE "Tokomet" is carried out, the current system of motivation is investigated, the main problems are identified by conducting a survey of the company’s employees and recommendations are offered for solving these problems.
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Jones, Nory B., and C. Matt Graham. "Can the IoT Help Small Businesses?" Bulletin of Science, Technology & Society 38, no. 1-2 (February 2018): 3–12. http://dx.doi.org/10.1177/0270467620902365.

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The IoT (Internet of Things) can transform businesses by automating processes ranging from inventory management to robotics to automation, saving time, and money. However, can small businesses benefit from the IoT? This article explores the emerging role of the IoT in small businesses, the impact on their ability to compete in a rapidly changing digital environment, and their awareness, attitudes, perceptions, and willingness to adopt it. The research utilizes an initial exploratory approach based on a review of case studies in the literature, interviews with several economic development personnel and a few small and medium-size business managers. Benefits from the use of the IoT include increased efficiency in operations and reduced costs in businesses. The medium-size businesses interviewed have verified these benefits. However, the majority of economic development personnel and small businesses interviewed did not have much or any awareness of what IoT technologies were or their potential benefits.
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Yallapragada, RamMohan R., and Mohammad Bhuiyan. "Small Business Entrepreneurships In The United States." Journal of Applied Business Research (JABR) 27, no. 6 (October 27, 2011): 117. http://dx.doi.org/10.19030/jabr.v27i6.6470.

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A small business entrepreneur is defined as an individual who establishes and manages a business for the principal purpose of profit and growth. Small businesses constitute an increasingly large proportion of businesses generally in the United States economy. They account for 39 per cent of the United States gross national product and create two out of every three new jobs in our economy. Seven important prerequisites are identified as being necessary for successfully operating a small business. These include adequate financing, qualified personnel, efficient operation and production, marketing and sales, customer service, information management and administration. One of the most significant contributors to failure of a small business relates to acquisition of adequate capital. Small Business Administration (SBA) was established by Federal Government in 1953 to provide low interest loans to small business borrowers that would not otherwise have access to credit. However, there is some criticism that these SBA programs unfairly benefit, not the small businesses, but the financial institutions that participate in the SBA loan programs. Another significant source of debt financing to small businesses is known as micro-financing, started as new wave in providing capital to small businesses by the Nobel Peace Prize winner, Muhammad Yunus, in Bangladesh.
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Verser, Trudy G. "An Evaluation of Eight Personnel Training Methods for Small Business Owners." Journal of Organizational Change Management 2, no. 3 (March 1989): 41–53. http://dx.doi.org/10.1108/09534818910137975.

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Анисимова, Софья Викторовна. "FEATURES OF THE ORGANIZATION AND IMPLEMENTATION OF PERSONNEL PLANNING IN SMALL BUSINESS ORGANIZATIONS." Вестник Тверского государственного университета. Серия: Экономика и управление, no. 2(54) (June 25, 2021): 18–26. http://dx.doi.org/10.26456/2219-1453/2021.2.018-026.

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В работе автор обращается к актуальным проблемам кадрового планирования в малом бизнесе. Проведён анализ проблем, даны авторские рекомендации по формированию комплексной системы кадрового планирования на предприятиях и организациях малого бизнеса. Они связаны с решением проблем, возникающих в процессе стратегического, оперативного планирования управления персоналом; отсутствием системного подхода к управлению процессами в организации и чёткой взаимосвязи между планированием и получаемыми результатами; отсутствием или минимальным применением инструментария бюджетирования и контроллинга; специфическим отношением к консультированию, привлечению специалистов извне; некорректным применением сбалансированной системы показателей деятельности предприятии и ключевых показателей эффективности персонала (BSC и KPI); планированием потребности в персонале; сложностями с набором и подбором персонала. Статья носит практикоориентированный характер. In this paper the author analyses the current problems of personnel planning in small businesses and makes recommendations on the formation of a comprehensive system of personnel planning at enterprises and small business organizations. They are associated with the solution of problems that arise in the process of strategic, operational planning of personnel management; the lack of a systematic approach to managing processes in the organization and a clear relationship between planning and the results obtained; with the lack or minimal use of budgeting and controlling tools; specific attitude to consulting, attracting specialists from outside; incorrect application of a balanced system of company performance indicators and key personnel performance indicators (BSC and KPI); planning of personnel needs; difficulties with recruitment and selection of personnel. The article is practice-oriented in nature.
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Nazarenko, Sergey, and Natalia Nosan. "Risk Management in the Economic Activity of Small Enterprises: Modern Imperatives." Modern Economics 23, no. 1 (October 27, 2020): 143–47. http://dx.doi.org/10.31521/modecon.v23(2020)-23.

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Introduction. Small business is a basis of market relations, creating new working places, paying mandatory payments to budget, being able to adapt quickly to market needs. Like any economic entity, small businesses operate at risk. However, the risk that causes little discomfort to a large enterprise can be catastrophic for a small business. Purpose. Research of modern risks in the activity of small business and preconditions for using of risk management in their economic activity. Results. It is noted that risks are inherent in any stage of entrepreneurial activity, the essence of which involves their acceptance and processing. It is indicated that small business, as an important component of market relations, is more sensitive to various risks compared to large businesses. Identification and effective risk management in nowadays challenges is a necessary component of any enterprise’s management, especially of small businesses. It is noted that the risk management system, which is aimed at ensuring the required level of enterprise’s resilience to possible threats to its sustainable development, involves the involvement of specialists managers. However, in a small business, these functions are usually entrusted to a manager who performs various tasks at the same time. The main groups of risks of economic activity of small enterprises in Ukraine at the present stage, considering their origin, level of influence, spheres and scales of distribution (market, administrative and legal, financial, personnel, investment and innovation, reputation, commercial, information and digital, globalization risks) are presented and characterized. Modern characteristic features of domestic practice in risk management which cause additional difficulties, in particular, in small business activity are presented: non-transparency of economic processes, lack of standards of risk management and appropriate culture of risk management; lack of professionals in the field of risk management with sufficient practical experience. Conclusions. It is proposed to carry out risk management at all stages of the life cycle of products (services), involving specialists from all departments (areas of activity), taking into account the advice of external experts, analyzing the actions of competitors.
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J. Schmidt, Holger, Roger B. Mason, Juan-Pierré Bruwer, and Jonathan Aspeling. "Access to finance problems for small retail businesses in South Africa: comparative views from finance seekers (retailers) and finance providers (banks)." Banks and Bank Systems 12, no. 2 (June 23, 2017): 20–30. http://dx.doi.org/10.21511/bbs.12(2).2017.02.

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Small retail businesses are essential for the growth of the South African economy. Though many of these business entities need more assets to seize business opportunities, previous research studies suggest that their overall access to finance through banks and other finance providers seems to be limited. In general, small retail businesses are usually managed by entrepreneurs who lack financial knowledge, but banks, when deciding on credit applications, rely heavily on financial information, which is provided by these entrepreneurs. Notwithstanding the aforementioned, this study aimed to explore barriers that limit access to finance for South African small retailers, from the perspectives of finance providers (banking institutions) and finance seekers (small retailers). Additionally, measures were highlighted to show how those hurdles could be overcome. Qualitative research was conducted, whereby data were collected via semi-structured interviews with management personnel at banks and other financial institutions, as well as independent experts and small retail business owners and managers. The findings show that many financing opportunities are available to small retail businesses, but access to these opportunities is limited mainly owing to, inter alia, strict bank regulations and factors that are inherent to small retail business owners.
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Tishchenko, S. A., and M. A. Shakhmuradian. "Methods of Machine-Aided Training in Small Business: Content and Management." Vestnik of the Plekhanov Russian University of Economics, no. 6 (December 12, 2019): 83–95. http://dx.doi.org/10.21686/2413-2829-2019-6-83-95.

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The article provides key characteristics of standard methods of machine-aided training used by companies in operative business processes. Within the frames of home orientation to the innovation business development, digital economy and infrastructure for data storage the human factor becomes essential. The use of methods of artificial intellect by employees of small enterprises faces obstacles that imply personnel ignorance concerning strategic functionality of available today algorithms of business processes. Small commercial enterprises encounter the problem that they do not know the key instrumental principles of functioning and use of machine-aided training algorithms. At the same time business processes of the enterprise could be seriously improved through implementing algorithms of machine-aided training. The authors conducted a formal and analytical review of potential means for small business optimization. They described types of algorithms and models of machine-aided training, such as multiple regressive model, logistic regression, etc., as well as instrumental problems of their use by enterprise analysts and developers. Recommendations were prepared aimed at use of these models in order to raise the efficiency of small commercial enterprises.
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R, Seenivasan. "The successful and failure of entrepreneurs of small industrial business with emphasis on their level of education and training." Journal of Management and Science 10, no. 1 (February 20, 2020): 56–63. http://dx.doi.org/10.26524/jms.2020.7.

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This paper examines the determinants of business start-up, long and short-term success, and failure of small businesses. Entrepreneurs and small firm success and failure have been the subject of extensive research. It is important to understand the external, internal, and motivational factors responsible for business start-up, the barriers faced during the initial and continuous stages of trading and the advice and assistance available to entrepreneurs. This paper is aiming in explaining the main factors are related to successful and failure of entrepreneurs in small industrial business in Ahvaz city. Based on a random sampling 51 enterprisers marked as successful and failures are selected. The data collected based on a triangulation method (interview, questionnaire, and observation). The results show that: a- from the failure entrepreneurs point of view the following issues were important effects on their weak performance and failure their business: weak managing technical skills, financial issues, planning and organizing of their business, economic issues, informal issues, weak managingconceptual skills, personnel skills, education and low training, and weak human relation. b- from the successful entrepreneurs point of view the following issues were important effects on their high performance in their business: suitable managing technical skills, selecting appropriate personnel with relevant skills, education and paying more attention to personnel training,application of management conceptual skills, financial issues, better human relation, recognizethe economic situation, planning and organizing of their business and informal issues.
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Dissertations / Theses on the topic "Small business – Personnel management"

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Liu, Yuan. "Commitment-based human resource management and organisational performance an empirical study of small businesses in New Zealand : a thesis submitted to Auckland University of Technology in partial fulfilment of the degree of Master of Business, 2005." Full thesis. Abstract, 2005.

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Johnston, Louise C. "The relevance of strategic human resource management (SHRM) for the growing small business." University of Western Australia. Graduate School of Management, 2008. http://theses.library.uwa.edu.au/adt-WU2008.0111.

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[Truncated abstract] The commercial developments of the late 20th and early 21st centuries have come to signify profound and far-reaching change in the way that goods and services are designed, produced, marketed and delivered to customers in the world's international and domestic markets. In order to respond to a more intensively competitive trading environment that demands ever-increasing levels of product quality, customer service, organisational efficiency and business performance, the management of business entities has undergone fundamental alteration in form and content. It is within this context that two traditionally disparate business disciplines have emerged to play an important role in the new economic commercial order, that of small business management and that of Strategic Human Resource Management (SHRM). Historically eclipsed by the large and powerful mass-producing corporations, the small business sector has been more recently viewed as playing an increasingly prominent part in the creation of national and regional prosperity within the developed countries. The unprecedented interest in smaller firms and the desire to see them fulfill their economic and social potential have resulted in legislative reform and widespread initiatives by governments and other institutions designed to support and protect the smaller operators in their commercial endeavours. Similarly, in the post-industrial knowledge economy people have risen in prominence over other organisational resources as a key source of competitive commercial advantage. The role of intellectual capital in securing business success has fuelled the development of management technology and methods designed to enhance the contribution of human resources to business performance. Heralded by many as the defining managerial approach for enterprises that wish to build sustainable competitive advantage in the markets of today and the future, SHRM has come to the fore as a means to re-evaluate the importance of human contribution to business outcomes and guide management practice in leveraging the latent potential of a company's human assets. ... In general, the management of business strategy was found to possess low levels of structure and formality, effectively merging into the collective activities associated with owning and operating a small business. Similarly, when compared with the key elements of a strategic human resource management framework constructed specifically for this study, the data indicated that the strategic management of people is prevalent in smaller firms but that this again represents only partial adoption of normative models as commonly promoted for the larger business management context. It was concluded that the theoretical principles and concepts of SHRM demonstrate relevance for small companies on account of the status of the contemporary external commercial environment in which they must compete as well as the range of managerial benefits associated with strategic methodology and practice. However, currently there exist no suitable models of practice with supporting guidelines that respond to the unique contextual and operational needs and experiences typical of smaller firm owner-managers.
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Kaye, Leah, and leahkaye@bigpond com. "Human resource management and the small entrepreneurial start-up : a new reading." Swinburne University of Technology, 2002. http://adt.lib.swin.edu.au./public/adt-VSWT20050303.140718.

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This thesis is broadly concerned with the factors that influence and shape the character of human resource management (HRM) within the entrepreneurial start-up enterprise. Specifically, it investigates the way in which such companies implement and action HRM activities, and evaluates the extent to which it is possible to characterise the activities as entrepreneurial and strategic. Human resource management is understood in this thesis in its broadest sense � that is, as signifying people management within employment relationship. Little is known, however, about the development and implementation of human resource management in small and medium size enterprises. The majority of published research to date focuses on HRM in large, formal organisations, and is inter-organisational, rather than intra-organisational. Welsh and White comment that �Small business is not a little big business� (1981: 18), however, and it cannot be presumed that the two have the same managerial practices. Research into small business does, however, indicate that size, informality of structures and processes, and the personal preferences, values and attitudes of the owner/manager impact significantly on the way in which HR practices are adopted. Although there is little extant research that focuses on the relationship between HR practice and strategy in small business, it has been suggested by some that they have limited ability to manage strategically due to the informality of their structures and processes. Others however speak of HRM in the small organisation as strategic where there is a discernible link with the strategic goals and objectives to improve business performance and develop organisational cultures that foster innovation and flexibility. The �entrepreneurial start-up enterprise� is understood in this thesis as a particular type of business; that is, a simple, small, informal enterprise with a founder/owner/manager who is opportunistic, innovative, responsive to the excitement of risk taking, and is interested in fast growth. In the past, studies of the effectiveness of HRM and HR practices in small companies have benefited from being qualitative in nature. However, methodologies employed in the study of entrepreneurship tend to lack diversity and neglect alternative approaches (Aldrich, 1992). There has also been insufficient effort focused on researching organisation formation activities (Gartner and Starr, 1993). This thesis employs a qualitative approach that is interpretive, naturalistic, and narrative in style, in an effort to go some way towards redressing the limitations of existing work in the twin fields of HRM and entrepreneurship research. This is a longitudinal case study of two self-styled entrepreneurial start-up enterprises: Consultco and Pilotco. Consultco is an interactive business consultancy with a recruitment practice as part of its service. Pilotco is a publishing and Internet company that was to produce a series of CD-ROM guides to key Internet sites. A case study methodology was chosen as a sound way to explain, describe, evaluate and explore close-up HRM activities in the natural world of the entrepreneurial start-up. Narrative was chosen as a way of making the respondents stories about the organisational experiences more accessible to both the researcher and the reader, and in this way captures the unfolding story of the founding of a business as it occurs. The thesis is presented in four parts. The first part explores entrepreneurship, the influence of the entrepreneur on their organisation�s culture, and the concept of entrepreneurial strategy within the growth process of the enterprise. It also covers different views of human resource management and the practice of HR in the context of small business, specifically the entrepreneurial start-ups. The second part of the thesis is concerned with the theoretical methodologies that underpin the research, and the design of the study. Part 3 presents the stories of the respondents in their own voice, to create organisational narratives for Consultco and Pilotco. A cross-case analysis follows, which tries to throw light on the process of HRM as it is practiced in the entrepreneurial start-up context. This part concludes with the researcher�s own story within the research process, and how this experience in turn influenced on the process of meaning making. The final part of the thesis revisits the factors that influence and shape the character of HRM in the entrepreneurial context, and posits an alternative way in which to interpret the meaning of HRM, and its relationship to the opportunistic enterprise.
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David, Hefin. "The reluctant employer : an exploration of the first employment decisions and early employment experiences of small business owner-managers." Thesis, University of Gloucestershire, 2013. http://eprints.glos.ac.uk/5373/.

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The broad aim of the research presented in this thesis was to explore the process by which small firm owner-managers become employers, their early experiences as employers and the impact of these experiences on their subsequent management decisions. The research topic derived from the researcher’s interests and experience in human resource management and small business and was designed to contribute to a richer understanding of early employment in small firms, as there was a lack of published research in the field. The study used an interpretive, qualitative approach. The research design derived from an analysis of four pilot interviews, in which issues emerged that were then explored in the literature review. These issues included motivation to become an employer; the use of social capital within networks as an alternative to employment; the experiences and learning process of the owner-manager during and after the decision to become an employer; and subsequent employment policy and behaviour. The main fieldwork comprised a further fifteen semi-structured interviews with micro-business owner-managers, eight of whom had become employers and seven who had not. The analysis of both the pilot and subsequent interviews was conducted through thematic analysis that gave rise to approximately fifty themes. These were then reduced on the basis of inter-case frequency to ten key issues. A ‘thick description’ of these was presented and used as the basis for the development of a model of the process, as presented in Chapter Five. The findings highlighted the use of social capital as an alternative to initial staff employment, that once exhausted led to the hiring of first employees by members of the ‘employer’ sample, most of whom could be characterised as ‘reluctant employers’. Contrary to expectations, the first employment experience was not of high salience to the majority of these owner- managers. Instead, the later experiences of employment were perceived by the employers to be of greater significance, in particular the emergence of skilled and trustworthy employees enabling the gradual development of early formal structures in the firm. In some cases, such an employee was perceived as significantly contributing to the business and its growth potential - one who in the thesis is referred to as ‘first line manager’ These positive experiences of employment tended to be self-reinforcing, leading to further enhancement of the owner-managers’ self-concept as employers and bringing some stability and formality to employment relations practices within the firm, with the characteristics of these employees tending to become informal templates for further employment decisions. In developing the model, an understanding is advanced of the various tensions to which owner-managers were subjected in becoming employers. These included finding a balance between the use of social capital versus employment, the desire to recruit versus perceptions of the risk of needing to terminate employment, the benefits of additional human capital versus the costs and other risks, and different degrees of formality in employment practices. The implications of these insights are profound, in the light of the need to facilitate employment in small firms. They point to ways that support practices might be better tailored to meet the needs of this significantly large group of owner managers. It is suggested that through sustained engagement and mechanisms which serve to support owner-managers in the development of social and business networks, both social and economic benefits will be accrued.
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Tremblay, Carole. "Essai de modélisation de la gestion totale de la qualité applicable à la gestion des ressources humaines des petites et moyennes organisations /." Thèse, Chicoutimi : Université du Québec à Chicoutimi, 1993. http://theses.uqac.ca.

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Wren, Beverley. "Development of an employee management model to address conflict and discipline in SME's." Thesis, Nelson Mandela Metropolitan University, 2006. http://hdl.handle.net/10948/646.

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The research problem addressed in this study is to determine what effect current labour legislation has on small and medium enterprises (SME’s), in particular with regard to handling conflict and disciplinary procedures in the workplace. To achieve this objective a literature study was undertaken to ascertain what labour relations practices are recommended and/or enforced by law. The literature study included a look at the effect of conflict on the workforce and the resultant cause and effect of the stress that conflict causes. The literature study was then used to develop a questionnaire to test the degree to which small to medium sized business managers, in the coastal city of George in the Western Cape, complied with the law and application of the necessary regulations governing labour relations. The empirical study results indicated a healthy adherence to labour legislation in general. The results indicated that the role-players, namely owners and managers of small to medium sized businesses, had valid arguments both for and against the weight of the labour legislation imposed on small businesses. Those businesses that had not indicated a strict adherence to regulation run the risk of costly fines and penalties being imposed on them. Such enterprises would do well to employ an independent consultant to “audit” and update employee records on a regular (6 monthly) basis. Failure to take the time to have all the correct documentation prepared could result in costly labour disputes and government intervention, which far outweighs the cost of a professional ensuring that all the necessary paperwork is correct and in place
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Liu, Yin. "Personnel Instability, Personnel Management, and the Company Image of Small Tourism Enterprises in Remote Destinations : A Case Study of Abisko Mountain Lodge." Thesis, Uppsala universitet, Institutionen för samhällsbyggnad och industriell teknik, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-416013.

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In recent decades, tourism has been developed rapidly in the world. With such development, tourism sustainability has drawn great attention, especially in remote destinations. In Swedish Lapland, the studies have been focusing on social sustainability in terms of local communities and other external factors. Personnel as an important part of the tourism industry received less attention. Therefore, this research aims to provide an in-depth examination of the reasons behind personnel instability, personnel management, as well as maintaining the company image with personnel instability in small-sized tourism businesses in remote destinations. By using Abisko Mountain Lodge as the case, this research conducted five in-depth interviews with personnel, and one interview with the manager. The findings of this research revealed that personnel took the job without any aim for material needs, and the reasons for leaving Abisko include the location of the hotel, lack of living necessities, and emotional loneliness. Personnel management is mainly a flexible personnel strategy while a transformational leadership style plays a critical role. The company image of this case is ‘including’. Though new ideas are welcomed, the image will remain the same for all stakeholders. The limitations of this research include lack of interviews with permanent personnel and lack of nationality differentiation.
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Fürst, Helen. "Growing up in a business family : an analytic autoethnography of 'subtle coerced succession'." Thesis, University of Gloucestershire, 2017. http://eprints.glos.ac.uk/5095/.

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Family businesses are the backbone of the German economy (Otten-Pappas, 2015). The word ‘family’ makes these companies distinct and indicates their influence on other parts of life. My interest stems from the fact that I was the only child of a business family. For 15 years, I was in charge of the business, contributing to its strong performance. Nevertheless, having achieved all this, I am not proud of myself and feel somehow detached in not having lived my own life. The purpose of this analytic autoethnographic study is to explore, portray and deepen understanding of the situation of growing up in a business family and what influences this has on the business, the family and the individual. The research was carried out within an analytic autoethnographic framework, reflecting the desire to make sense of my experience and to give this phenomenon a name in an ‘academic way’. The abductive nature of this study is due to the fact that I draw on theories which have not previously been brought together under the umbrella of describing and portraying the situation in a family business. This research argues that the phenomenon of ‘subtle coerced succession', which is exercised by parents to groom the natural successor for taking over the family business, exists and has a strong influence on the generational interaction. Being aware of the fact of being born in a business family may imply while being the natural successor brings a lot of stress to the individuals involved. Realising this influence on succession might reduce the number of family businesses not making it to the third generation or beyond. My contribution to knowledge is that ‘subtle coerced succession’ has various impacts on the identity development of children born into family businesses and being the natural successor by birth. This study advances the development of theory by demonstrating how theoretical frames borrowed from other research fields – the total institution, the double-bind, gender and symbolic interactionism – fit together to explain the phenomenon of the ‘subtle coerced succession’ in family businesses.
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Buranajarukorn, Panu. "Human aspects of quality management in developing countries a case study and model development for Thai manufacturing SMEs /." Access electronically, 2006. http://www.library.uow.edu.au/adt-NWU/public/adt-NWU20070104.122115/index.html.

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Mitchell, Melissa. "Strategic human resource management plan for Task Applied Science (Pty) Ltd." Thesis, Stellenbosch : Stellenbosch University, 2014. http://hdl.handle.net/10019.1/96217.

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Thesis (MBA)--Stellenbosch University, 2014.
Human resource management is a widely researched field. However, the research done in terms of small to medium-sized enterprises, is extremely limited, especially in South Africa. The aim of this research was to investigate human resource management practices in one such a company, and to develop a feasible action plan to improve on these practices. The chosen company, Task Applied Science (Pty) Ltd, is a medical research company based in Cape Town, South Africa. The data for the study was obtained through a literature review and interviews. The data from the literature review identified best practices and frameworks. This was combined with interviewing company employees as well as HRM practitioners in the medical field to not only identify problems, but to also suggest possible solutions. These solutions were compiled in a comprehensive action plan. As such, the results offer a workable solution for Task Applied Science, and can serve as example for all small to medium-sized enterprises. The literature review further showed that smaller companies tend to ignore the importance of human resource management due to the time and costs involved and the fact that they are focussed on the external environment rather than the internal. This cannot simply be remedied by implementing practices developed in large companies. Best practices need to be customised to fit the needs of the specific company. The findings showed that only certain human resource management practices were implemented in reaction to crises, or as needs arose. This, combined with the rapid growth and lack of structure, caused a breakdown in communication, transparency, and trust. Staff loyalty decreased because they felt that they were left in the dark. Both the company strategy and values became vague, and thus staff could not be aligned to it. Noteworthy was that the increase in policies and documentation did not cause employees to feel restricted, but rather that it created a feeling of security. The study made it abundantly clear that the human resources department needs to be treated as a strategic partner in the planning and execution of the company strategy; especially in terms of efficient change management. Their role is to communicate the strategic direction, while at the same time acting as an activist for the staff, voicing their needs and capabilities. The proposed action plan focused mainly on the company culture and the alignment of staff with the company’s business strategy. This was done by addressing issues such as company culture, communication, company values, and staff development. The plan offers practical solutions within each of these categories. Furthermore, it suggests solutions in terms of efficient staff recruitment and knowledge management. By implementing this plan the company will be able to increase the synergy between the business units within the company, eradicating silos, and establishing the staff as a competitive advantage. In addition to this, it will establish the human resources department as a credible partner for the staff in developing both their personal and professional lives.
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Books on the topic "Small business – Personnel management"

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Tompkins, Neville C. Personnel management for the small business. [Menlo Park, CA]: Crisp Publications, 1996.

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Apparao, P. B. Personnel management in small scale industries. New Delhi: Deep & Deep Publications, 1988.

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Grensing-Pophal, Lin. Employee management for small business. 3rd ed. Bellingham, Wash: Self-Counsel Press, 2010.

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Chapman, Elwood N. Human relations in small business. Menlo Park, Calif: Crisp Publications, Inc., 1994.

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Human resources: Mastering your small business. Chicago, Ill: Upstart Pub., 1996.

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Tway, Patricia. People, common sense, and the small business. White Hall, Va: Betterway Publications, 1992.

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Lyman, Amy R. Personnel decisions in the family farm business. Oakland: Agricultural Personnel Management Program, University of California Cooperative Extension, Division of Agricultural and Natural Resources, 1993.

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Fleischer, Charles H. HR for small business: An essential guide for managers, human resources professionals, and small business owners. 2nd ed. Naperville, Ill: Sphinx Pub., 2009.

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Burke, Ronald J., and Cary L. Cooper. Human resource management in small business: Achieving peak performance. Cheltenham, UK: Edward Elgar, 2011.

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Studer, Jürg. Personal management: Ein Leitfaden für den KMU. Bern: Cosmos Verlag, 1999.

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Book chapters on the topic "Small business – Personnel management"

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Gorman, G. "Personnel Management." In Business Studies A Level, 166–81. London: Macmillan Education UK, 1992. http://dx.doi.org/10.1007/978-1-349-13846-3_10.

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Dewhurst, Jim, and Paul Burns. "Business Taxation." In Small Business Management, 40–64. London: Palgrave Macmillan UK, 1993. http://dx.doi.org/10.1007/978-1-349-23109-6_4.

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Chaston, Ian. "Information management." In Small Business Marketing, 208–27. London: Macmillan Education UK, 2014. http://dx.doi.org/10.1007/978-1-137-32601-0_11.

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Dewhurst, Jim, and Paul Burns. "Inventory Management." In Small Business Management, 320–28. London: Palgrave Macmillan UK, 1993. http://dx.doi.org/10.1007/978-1-349-23109-6_18.

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Hill, Terry. "Production/Operations Management in a Small Business." In Small Business, 3–18. London: Macmillan Education UK, 1987. http://dx.doi.org/10.1007/978-1-349-18691-4_1.

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Dewhurst, Jim, and Paul Burns. "The Business Plan." In Small Business Management, 129–67. London: Palgrave Macmillan UK, 1993. http://dx.doi.org/10.1007/978-1-349-23109-6_8.

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Dewhurst, Jim, and Paul Burns. "The Management of Working Capital: Inventory and Cash." In Small Business, 365–76. London: Palgrave Macmillan UK, 1989. http://dx.doi.org/10.1007/978-1-349-19657-9_19.

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Dewhurst, Jim, and Paul Burns. "Introduction." In Small Business Management, 1–7. London: Palgrave Macmillan UK, 1993. http://dx.doi.org/10.1007/978-1-349-23109-6_1.

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Dewhurst, Jim, and Paul Burns. "Bank Finance." In Small Business Management, 187–200. London: Palgrave Macmillan UK, 1993. http://dx.doi.org/10.1007/978-1-349-23109-6_10.

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Dewhurst, Jim, and Paul Burns. "Financial and Other Services for SMEs." In Small Business Management, 201–12. London: Palgrave Macmillan UK, 1993. http://dx.doi.org/10.1007/978-1-349-23109-6_11.

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Conference papers on the topic "Small business – Personnel management"

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Zhernovkova, O. V., and I. M. Sharipova. "The specifics of personnel management in small business." In Наука России: Цели и задачи. НИЦ «Л-Журнал», 2019. http://dx.doi.org/10.18411/sr-10-02-2019-12.

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Hogeforster, Max, and Christian Wildt. "Recent developments and challenges of the introduction of dual training for SMEs in countries around the Baltic Sea Region with a special emphasis on Lithuania." In 11th International Scientific Conference „Business and Management 2020“. VGTU Technika, 2020. http://dx.doi.org/10.3846/bm.2020.652.

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The economy of the Baltic Sea Region is characterised by small and medium-sized enterprises. One of the main limitations to growth continues to be the lack of qualified personnel. Dual training as a form of work-based learning can promote the employability of young people in the long term and attract additional workforce. Based on a review of recent literature the status of VET and dual training in the selected countries of Poland, Latvia, Lithuania and Russia are described. Complementary the first results of a recent survey of companies, schools and administrations is presented, that confirms that in most BSR countries companies are not engaged in dual education. The evaluation of the literature clearly shows that a lot has been done to encourage work-based learning in the Baltic Sea Region, but the survey indicates, that the legal changes and possibilities have yet not fully arrived at the companies that could provide train-ing spots.
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Adámek, Pavel. "CORPORATE SOCIAL RESPONSIBILITY: THE IMPORTANCE OF THE STAKEHOLDER PERCEPTION." In Business and Management 2016. VGTU Technika, 2016. http://dx.doi.org/10.3846/bm.2016.53.

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The differing views regarding the role of business in society are often presented as being placed within the stakeholder-shareholder debate. Corporate Social Responsibility (CSR) not only sits comfortably with the mantra of maximising shareholder value, sustainable CRS practices enhance shareholder value. The purpose of the current paper is to focus on the strategic implications of stakeholder approach in theoretical background with confrontation in a sample of Czech small and medium-sized enterprises (SME) and large enterprises. Data were collected through personal questionnaires that were subsequently evaluated by dependence on the type of stakeholders and their level of significance. The findings of the research discovered considerable differences between the perception of the role and importance of the various stakeholders. The contribution of this paper derives in application of stakeholder approach in Czech enterprises. They are seen as having an obligation to consider society’s long-run needs and wants, which implies that they engage in activities that promote benefits for society.
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MILLERS, Maris, and Elina GAILE-SARKANE. "TOWARDS NEW TYPOLOGY OF THE OWNERS-MANAGERS OF THE SMALL AND MEDIUM ENTERPRISES." In International Scientific Conference „Contemporary Issues in Business, Management and Economics Engineering". Vilnius Gediminas Technical University, 2021. http://dx.doi.org/10.3846/cibmee.2021.603.

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Purpose – individuals or families own and at the same time manage a large proportion of private enterprises. Previous studies mostly refer to owner-manager of the enterprise as an individual with own personal traits, styles and preferences. Purpose of this article is to propose a new typology of the owners-managers of the small and medium en- terprises representing all variety, determined by their different ownership status and managerial authorities in companies. Research methodology – research started with a systematic rapid literature review using an overview method. Data for research were collected through 52 semi-structured interviews with SME owner-managers representing broad range of industries and companies of different age. Key findings were discussed and approbated in two focus group discussions. Findings – as a result of this research, a preliminary typology was developed, consisting of ten types of the SME own- ers-managers, with a brief description of each type constructed. Research limitations – conclusions from this research are relevant to those SMEs analysed in this particular research and shall not be generalized without additional research and validation. Practical implications – the typology suggested in this article provides a structured way to explore the diversity of SME owners-managers and raise understanding of their behaviour when planning, controlling and managing their business. Originality/Value – the proposed typology is a step towards filling the knowledge gap caused by the lack of a holistic and systematic approach in addressing the diversity of the SME owners-managers.
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Han, Yuxi. "Analysis of Business Management and Personnel Incentive Theory." In 4th International Conference on Management Science, Education Technology, Arts, Social Science and Economics 2016. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/msetasse-16.2016.340.

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Dolzhenko, Ruslan. "Internal crowdsourcing as an instrument of personnel involvement." In Contemporary Issues in Business, Management and Economics Engineering. Vilnius Gediminas Technical University, 2019. http://dx.doi.org/10.3846/cibmee.2019.064.

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Purpose – in the study the opportunities to utilise crowdsourcing as an instrument of personnel involvement are considered. The essence of personnel engagement is analysed; the terms “personnel engagement” and “personnel involvement” are compared. Research methodology – the case study of JSC “Sberbank”, the first Russian company that implemented internal crowdsourcing in its activity, is provided. Research limitations – the paper considers the case of a large financial company; it is impossible to conclude the applicability of technology in other cases. However, this experience can be recreated by almost any organisation that embraces thousands of workers in its structure Findings – personnel involvement is understood as a set of measures that forms employeesʼ abiding interest in solving organisational problems and an increased emotional attachment to the organisationʼs aims and values. The essence of crowdsourcing is defined, its implementation scheme is described, and the classification of crowdsourcing projects is developed. The authors highlight the advantages of the use of internal crowdsourcing, i.e. implemented through the efforts of the companyʼs staff, for the employees and the organisation itself. Practical implications – examples of the application of this technology for resolving organisational issues and involving personnel are offered. Originality/Value – the article studied the potential of using crowdsourcing in solving business issues.
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Merkevičius, Juozas. "Aspects of Personnel Loyalty of Virtual Organization." In The 7th International Scientific Conference "Business and Management 2012". Vilnius, Lithuania: Vilnius Gediminas Technical University Publishing House Technika, 2012. http://dx.doi.org/10.3846/bm.2012.112.

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Stojiljković, Aleksandra, and Slavica Tomić. "Analysis of Small Business Capital Structure." In 25th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2020. http://dx.doi.org/10.46541/978-86-7233-386-2_34.

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Li'ang, Li Huimin, and Li Junqiu. "Notice of Retraction: Research of AHP-based 360-degree feedback for college academic affairs management personnel." In Business Management and Electronic Information. 2011 International Conference on Business Management and Electronic Information (BMEI 2011). IEEE, 2011. http://dx.doi.org/10.1109/icbmei.2011.5916996.

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Starzyczna, Halina, Michal Stoklasa, and Pavlina Pellesova. "CRM and its results in Czech small and medium companies." In Business and Management 2016. VGTU Technika, 2016. http://dx.doi.org/10.3846/bm.2016.37.

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The objective of this article is to present partial results of primary research, which was carried out on the basis of questionnaire survey that was focused on the issue of customer relationship management in small and medium-sized companies. The basis is brief theoretical debate focused on the specifics of small and medium-sized companies and customer relationship management. The sample consists of 736 companies from the Moravian-Silesian Region. The research findings focus on CRM awareness, what CRM means to companies and what are the long term results of CRM utilization. The final part of the article presents the established and verified statistical hypothesis reflecting the nature of the relationship between respondents and their answers.
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Reports on the topic "Small business – Personnel management"

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White, Jeffrey S. Getting to the Business of Officer Personnel Management. Fort Belvoir, VA: Defense Technical Information Center, January 2000. http://dx.doi.org/10.21236/ada374895.

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Wang, Xinxin, and Linda S. Niehm. The embedment of social media in small business supply network management. Ames: Iowa State University, Digital Repository, 2013. http://dx.doi.org/10.31274/itaa_proceedings-180814-642.

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Burr, Casey Eugene, Casey Eugene Burr, Casey Eugene Burr, Casey Eugene Burr, Casey Eugene Burr, Casey Eugene Burr, Casey Eugene Burr, and Casey Eugene Burr. New Mexico Small Business Assistance Program: Management Sciences Inc. Final Report. Office of Scientific and Technical Information (OSTI), December 2019. http://dx.doi.org/10.2172/1592919.

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Hurst, Jessica L., Jihyeong Son, Linda S. Niehm, Ann Marie Fiore, and Amrut Sadachar. The Impact of Entrepreneurial Management on Business Success of Small Retail Firms. Ames: Iowa State University, Digital Repository, 2013. http://dx.doi.org/10.31274/itaa_proceedings-180814-878.

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DEFENSE LOGISTICS AGENCY ALEXANDRIA VA. Total Quality Management Implementing Plan: Office of Small and Disadvantaged Business Utilization. Fort Belvoir, VA: Defense Technical Information Center, July 1989. http://dx.doi.org/10.21236/ada212865.

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Gebrezgabher, S., M. Leh, D. J. Merrey, T. T. Kodua, and P. Schmitter. Solar photovoltaic technology for small-scale irrigation in Ghana: suitability mapping and business models. Agricultural Water Management – Making a Business Case for Smallholders. International Water Management Institute (IWMI), 2021. http://dx.doi.org/10.5337/2021.209.

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Miller, James, John Vavrin, and Samuel Stidwell IV. Study of maintenance of High Performance Sustainable Buildings (HPSB). Engineer Research and Development Center (U.S.), March 2021. http://dx.doi.org/10.21079/11681/40080.

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A study was performed by the Energy Branch of the US Army Engineer Research and Development Center, Construction Engineering Research Laboratory, on behalf of the US Army Installation Management Command under the Installation Technology Transition Program. The focus of the study was related to maintainability and operability issues associated with High Performance Sustainable Buildings (HPSBs). This study was conducted primarily based on information gleaned from telephone and web conference discussions with installation Directorate of Public Works personnel including Operation and Maintenance (O&M) Chiefs, energy managers, maintenance supervisors, and maintenance technicians. Experiences with HPSBs varied from installation to installation. For example, some installations had very positive experiences with photovoltaic (PV) arrays while other sites questioned their practicality due to maintainability problems. One site noted that PV technologies are changing so rapidly that procuring spare/repair parts becomes difficult or impossible when vendors discontinue supporting their older technologies or manufacturers go out of business. Based on discussions with the installation O&M personnel, a table of pro and con recommendations for 25 technologies, which are commonly implemented on HPSBs, was prepared and is included in this report.
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Hubbard, Sarah M., and Bryan Hubbard. Investigation of Strategic Deployment Opportunities for Unmanned Aerial Systems (UAS) at INDOT. Purdue University, 2020. http://dx.doi.org/10.5703/1288284317126.

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Unmanned aerial systems (UAS) are increasingly used for a variety of applications related to INDOT’s mission including bridge inspection, traffic management, incident response, construction and roadway mapping. UAS have the potential to reduce costs and increase capabilities. Other state DOTs and transportation agencies have deployed UAS for an increasing number of applications due to technology advances that provide increased capabilities and lower costs, resulting from regulatory changes that simplified operations for small UAS under 55 pounds (aka, sUAS). This document provides an overview of UAS applications that may be appropriate for INDOT, as well as a description of the regulations that affect UAS operation as described in 14 CFR Part 107. The potential applications were prioritized using Quality Function Deployment (QFD), a methodology used in the aerospace industry that clearly communicates qualitative and ambiguous information with a transparent framework for decision making. The factors considered included technical feasibility, ease of adoption and stakeholder acceptance, activities underway at INDOT, and contribution to INDOT mission and goals. Dozens of interviews with INDOT personnel and stakeholders were held to get an accurate and varied perspective of potential for UAVs at INDOT. The initial prioritization was completed in early 2019 and identified three key areas: UAS for bridge inspection safety as a part of regular operations, UAS for construction with deliverables provided via construction contracts, and UAS for emergency management. Descriptions of current practices and opportunities for INDOT are provided for each of these applications. An estimate of the benefits and costs is identified, based on findings from other agencies as well as projections for INDOT. A benefit cost analysis for the application of UAS for bridge inspection safety suggests a benefit cost over one for the analysis period.
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Supporting Women Entrepreneurs in Tunisia. Oxfam IBIS, August 2021. http://dx.doi.org/10.21201/2021.7871.

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Mabrouka Hdaya is a craftswoman who has been producing bags and baskets for 20 years. Support from the Youth Participation and Employment (YPE) project helped her overcome the technical and financial obstacles that she has faced since 2018 when she started her entrepreneurial journey. YPE, in partnership with the Local Initiative and Development Forum (FIDEL), selected Mabrouka for training to improve her weaving and business management skills. As a result, she has become more confident and developed working relationships with other people in her trade. Her business was doing well until the COVID-19 pandemic affected markets. She is hopeful she will recover as soon as the markets re-open and national fairs re-start. In the meantime, she sells small quantities of her products through social media platforms and the FIDEL shop. This is the story of an entrepreneur who knows her way forward and is ready to fight uncertainties.
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