Human Resource Management in Small Business
Show Less

Human Resource Management in Small Business

Achieving Peak Performance

Edited by Cary L. Cooper and Ronald J. Burke

Human Resource Management in Small Business fills a gap in our understanding of economic performance. Small businesses are more numerous, have more employees, and contribute more to the economies of nations throughout the world than do large organizations. This book examines a range of issues, including the significance of human resource management (HRM) practices to small business success, the management of work hours and work stressors, work and family issues, succession planning, employee recruitment and selection, and managing staff. It also explores how individuals develop HRM skills, and learn from their own and others’ experiences. The role of HRM practices in successful small businesses is illustrated through a range of case studies.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 3: The Role of Human Capital Factors in Small Business Performance and Success

Gary J. Castrogiovanni


Gary J. Castrogiovanni Though similar notions had probably been around for centuries, the concept of “human capital” was popularized by Becker (1964). Accordingly, the education, training, experience, and health of the workforce affect worker productivity and economic performance. Government and businesses can invest in human capital, just as they invest in other resources, with the hope of generating satisfactory returns on that investment through the resulting performance gains. In the United States, small businesses employ roughly half of the private sector workforce and create most new jobs in the country. Small businesses are at least as important in many other countries as well. Thus, the economic benefits of human capital investment envisioned by Becker and other economists cannot be significant unless they accrue to the small business sector. National or local government investment in human capital must facilitate small business creation and growth within the targeted geographic areas, and human capital investment within small business firms must be related to firm performance. This chapter examines those linkages. Literature dealing with effects of human capital on small businesses is reviewed. Then, an integrative perspective is offered, with conclusions and implications for creating, developing, and managing small firms. Businesses may be small because they are new and have not yet had time to grow or because there are no advantages to growth like scale or scope economies. Investment in human capital contributes to economic development primarily in the former case because new businesses tend to have more growth potential than established ones....

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information

or login to access all content.