Strategic HRM for SMEs: implications for firms and policy

Strategic HRM for SMEs: implications for firms and policy This paper is on the growing importance of strategic human resource management (SHRM) for small and medium-sized enterprises (SMEs). Many small firms encounter serious human resource problems, while at the same time these human resources play a vital role in developing and sustaining their competitive advantages. In (S)HRM literature specific issues concerning small firms are rarely addressed. This paper explores this issue further. We conclude that the available knowledge on HRM in small firms is highly descriptive and fragmented. We propose the application of the strategic labour allocation process - model (SLAP) as a tool to analyse HR problems in SMEs. This model focuses on the balance between the supply of and the demand for labour on a firm level. The application of the SLAP model produces two strategic scenarios for Dutch SMEs presently confronted with a tight labour market. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Education + Training Emerald Publishing

Strategic HRM for SMEs: implications for firms and policy

Education + Training, Volume 44 (8/9): 13 – Dec 1, 2002

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Publisher
Emerald Publishing
Copyright
Copyright © 2002 MCB UP Ltd. All rights reserved.
ISSN
0040-0912
DOI
10.1108/0040091020449295
Publisher site
See Article on Publisher Site

Abstract

This paper is on the growing importance of strategic human resource management (SHRM) for small and medium-sized enterprises (SMEs). Many small firms encounter serious human resource problems, while at the same time these human resources play a vital role in developing and sustaining their competitive advantages. In (S)HRM literature specific issues concerning small firms are rarely addressed. This paper explores this issue further. We conclude that the available knowledge on HRM in small firms is highly descriptive and fragmented. We propose the application of the strategic labour allocation process - model (SLAP) as a tool to analyse HR problems in SMEs. This model focuses on the balance between the supply of and the demand for labour on a firm level. The application of the SLAP model produces two strategic scenarios for Dutch SMEs presently confronted with a tight labour market.

Journal

Education + TrainingEmerald Publishing

Published: Dec 1, 2002

Keywords: Training; Human resource management; Small‐ to medium‐sized enterprises; The Netherlands

References

  • Human resource management and industrial relations
    Guest, D.E.
  • Patterns of strategic change in the development of human resource management
    Hendry, C.; Pettigrew, A.
  • Linking employee perceptions of service climate to customer satisfaction
    Johnson, J.
  • A critique and a proposed reformulation of strategic human resource management
    Kamoche, K.
  • Strategic human resource management within a resource‐capability view of the firm
    Kamoche, K.
  • Human Resource Strategy
    Tyson, S.
  • Employment relations in SMEs
    Wilkinson, A.
  • Innovation, high‐technology use, and flexibility in small manufacturing firms
    Young, R.C.; Francis, A.

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