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Staff “poaching” in the small business context: overcoming this key barrier to training

Staff “poaching” in the small business context: overcoming this key barrier to training Purpose – The present study seeks to investigate how small firm owners' “poaching” concerns could be overcome so that workforce skills development could be stimulated in such firms. Design/methodology/approach – The study draws on case‐study work in two small firms in Greece. The data collection tools involved secondary data (e.g. company reports) and in‐depth personal interviews with the two firm owners and seven employees. Findings – The empirical data revealed that owners in small firms may enhance staff loyalty significantly by placing much emphasis on their management style, as well as by creating a “friendly” atmosphere at work. The interviews indicated that employees in such enterprises seem to place much value on aspects of their working lives other than payment. This includes a supportive and competent owner, increased job autonomy and responsibility, involvement in decision making and a harmonious working climate with few conflicts. Research limitations/implications – Further empirical studies with a quantitative orientation conducted both in Greece and in other countries could form the basis for generalizing the conclusions of the present study, as well as for insightful cross‐country comparisons with the purpose of identifying ways to stimulate workforce skills development. Practical implications – The data showed that employees are not willing to risk a “family” atmosphere for more money for fear of losing a satisfying working climate. Such findings indicate that the way employees are managed in small firms requires much more attention by firm owners and a more central place in policy interventions if decision makers are to help such enterprises face the challenges of the future. Originality/value – The paper provides new insights in an under‐researched area. Specifically, it informs the existing literature on how employee “poaching”, which acts as a key barrier to staff training and learning in the small business context, could be reduced. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Industrial and Commercial Training Emerald Publishing

Staff “poaching” in the small business context: overcoming this key barrier to training

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References (38)

Publisher
Emerald Publishing
Copyright
Copyright © 2012 Emerald Group Publishing Limited. All rights reserved.
ISSN
0019-7858
DOI
10.1108/00197851211254752
Publisher site
See Article on Publisher Site

Abstract

Purpose – The present study seeks to investigate how small firm owners' “poaching” concerns could be overcome so that workforce skills development could be stimulated in such firms. Design/methodology/approach – The study draws on case‐study work in two small firms in Greece. The data collection tools involved secondary data (e.g. company reports) and in‐depth personal interviews with the two firm owners and seven employees. Findings – The empirical data revealed that owners in small firms may enhance staff loyalty significantly by placing much emphasis on their management style, as well as by creating a “friendly” atmosphere at work. The interviews indicated that employees in such enterprises seem to place much value on aspects of their working lives other than payment. This includes a supportive and competent owner, increased job autonomy and responsibility, involvement in decision making and a harmonious working climate with few conflicts. Research limitations/implications – Further empirical studies with a quantitative orientation conducted both in Greece and in other countries could form the basis for generalizing the conclusions of the present study, as well as for insightful cross‐country comparisons with the purpose of identifying ways to stimulate workforce skills development. Practical implications – The data showed that employees are not willing to risk a “family” atmosphere for more money for fear of losing a satisfying working climate. Such findings indicate that the way employees are managed in small firms requires much more attention by firm owners and a more central place in policy interventions if decision makers are to help such enterprises face the challenges of the future. Originality/value – The paper provides new insights in an under‐researched area. Specifically, it informs the existing literature on how employee “poaching”, which acts as a key barrier to staff training and learning in the small business context, could be reduced.

Journal

Industrial and Commercial Training – Emerald Publishing

Published: Aug 31, 2012

Keywords: Employee training; Small firms; Greece; Small enterprises; Workplace learning; Skills training

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