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 5: The Human Resource Practices of Small Businesses: An Examination of Performance Implications

Andreas Rauch


Andreas Rauch INTRODUCTION It is widely recognized that the success and survival of small firms depends to a large extent on their human resources, which is why a number of studies have addressed the human resource management (HRM) practices in small firms (e.g., Tocher & Rutherford, 2009). In general, these studies indicate that the human resource practices of small and new firms are less sophisticated and more informal than those employed by larger enterprises (Cardon & Stevens, 2004). The more interesting question, however, is whether or not the HRM practices of small enterprises are related to their performance. Unfortunately, this is a relationship that has been addressed less frequently in empirical studies. Moreover, some scholars argue that HRM practices are less important in small firms as compared with larger firms, because their scarce resources make it more difficult for them to invest in human resources. The aim of this review is to contribute to this debate by investigating the relationship between the HRM practices and performance of small and medium-sized enterprises. Most studies investigating HRM practices focus on large firms. However, several special issues of well-recognized journals have called for more research on HRM in small enterprises (e.g., Entrepreneurship Theory and Practice, 2000, Vol. 25, Issue 1; Human Resource Management Review, 2003, Vol. 13, Issue 2; Human Resource Management, 2010, Vol. 49, Issue 2). The majority of papers published in these special issues argue that the HRM practices of small and new firms differ from those in large firms (e.g., Cardon & Stevens,...

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.