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 11: Who’s Minding the Kids? Work and Family Issues Among Owners of Small Business Enterprises in Ireland

Eileen Drew and Anne Laure Humbert


Eileen Drew and Anne Laure Humbert This chapter addresses the largely under-researched theme of how entrepreneurs in Ireland manage their business lives in parallel with their family commitments, with specific reference to dependent children. Since the emergence of dual-earner couples as “typical”, there has been an expanding attention to the working lives of parents and the issue of work–family conflict in the context of employment. This strand of literature sought to explain patterns of working, for example, sector of employment, hours of work and flexibility, in terms of highly gendered preferences. The discourse has moved from woman/mother/family-friendly to more gender-neutral work–life balance (WLB), in tracking the responses of organizations to the needs of their employees, in the broader context of ability to provide family care. Some research examined both sides of the “reconciliation” divide by surveying the needs of employers and employees (Drew et al., 2003; O’Brien & Shemilt, 2003). These and subsequent studies noted that even in organizations with well-developed policies in place, take-up of WLB arrangements was highly gendered and associated with lower-level occupations (clerical/administrative). It has been further observed that, in an Irish context, managers fail to lead by example (Drew & Murtagh, 2005) and often adopt a gatekeeping role in the practice and availability of WLB arrangements for themselves and their staff (Drew & Daverth, 2009). With the growth of smaller enterprises a gap is evident in our knowledge of how entrepreneurs behave in their unique multi-functional roles (as owner employer/employee), particularly when they become parents. Managers...

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.