HRM in the Hungarian SME sector
Purpose - This paper aims to provide an original picture of a selection of human resource management (HRM) activities in the micro, small and medium sized enterprises (SMEs) in Hungary and to explore the extent to which these activities can be related to variations in firm size and variations in fir...
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Published in | Employee relations Vol. 32; no. 3; pp. 262 - 280 |
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Main Authors | , , |
Format | Journal Article |
Language | English |
Published |
Bradford
Emerald Group Publishing Limited
27.04.2010
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Subjects | |
Online Access | Get full text |
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Abstract | Purpose - This paper aims to provide an original picture of a selection of human resource management (HRM) activities in the micro, small and medium sized enterprises (SMEs) in Hungary and to explore the extent to which these activities can be related to variations in firm size and variations in firm performance.Design methodology approach - The study measures the presence or absence of a selection of HRM activities through a questionnaire survey of a large sample of 678 Hungarian SMEs.Findings - Hungarian SMEs, in their working relationships, are closer to the "happy family" model of the SME than the "bleak house" model. Employee morale was perceived as high and only one in ten SMEs felt their employees were opposed to change. Owners were reluctant to seek advice from those outside the firm. They also showed reluctance to discuss future plans with their employees although they did tend to consult employees who would be affected directly by any change. Communication within SMEs was predominantly informal. Surprisingly, given the skills shortages highlighted by SMEs in other economies, very few of the Hungarian SMEs identified skills shortages as a problem and formal training programmes were reported only rarely. Variations between micro, small and medium sized firms are highlighted to emphasize the heterogeneous nature of the Hungarian SME sector.Research limitations implications - The HRM activities considered provide a picture of only a small number of HRM activities in Hungarian SMEs but the findings imply the relationships examined here are deserving of further exploration both in Hungary and other transition economies.Originality value - The paper provides a detailed picture of selected aspects of HRM in smaller businesses within a transition economy. |
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AbstractList | Purpose
This paper aims to provide an original picture of a selection of human resource management (HRM) activities in the micro, small and medium sized enterprises (SMEs) in Hungary and to explore the extent to which these activities can be related to variations in firm size and variations in firm performance.
Design/methodology/approach
The study measures the presence or absence of a selection of HRM activities through a questionnaire survey of a large sample of 678 Hungarian SMEs.
Findings
Hungarian SMEs, in their working relationships, are closer to the “happy family” model of the SME than the “bleak house” model. Employee morale was perceived as high and only one in ten SMEs felt their employees were opposed to change. Owners were reluctant to seek advice from those outside the firm. They also showed reluctance to discuss future plans with their employees although they did tend to consult employees who would be affected directly by any change. Communication within SMEs was predominantly informal. Surprisingly, given the skills shortages highlighted by SMEs in other economies, very few of the Hungarian SMEs identified skills shortages as a problem and formal training programmes were reported only rarely. Variations between micro, small and medium sized firms are highlighted to emphasize the heterogeneous nature of the Hungarian SME sector.
Research limitations/implications
The HRM activities considered provide a picture of only a small number of HRM activities in Hungarian SMEs but the findings imply the relationships examined here are deserving of further exploration both in Hungary and other transition economies.
Originality/value
The paper provides a detailed picture of selected aspects of HRM in smaller businesses within a transition economy. Purpose - This paper aims to provide an original picture of a selection of human resource management (HRM) activities in the micro, small and medium sized enterprises (SMEs) in Hungary and to explore the extent to which these activities can be related to variations in firm size and variations in firm performance.Design methodology approach - The study measures the presence or absence of a selection of HRM activities through a questionnaire survey of a large sample of 678 Hungarian SMEs.Findings - Hungarian SMEs, in their working relationships, are closer to the "happy family" model of the SME than the "bleak house" model. Employee morale was perceived as high and only one in ten SMEs felt their employees were opposed to change. Owners were reluctant to seek advice from those outside the firm. They also showed reluctance to discuss future plans with their employees although they did tend to consult employees who would be affected directly by any change. Communication within SMEs was predominantly informal. Surprisingly, given the skills shortages highlighted by SMEs in other economies, very few of the Hungarian SMEs identified skills shortages as a problem and formal training programmes were reported only rarely. Variations between micro, small and medium sized firms are highlighted to emphasize the heterogeneous nature of the Hungarian SME sector.Research limitations implications - The HRM activities considered provide a picture of only a small number of HRM activities in Hungarian SMEs but the findings imply the relationships examined here are deserving of further exploration both in Hungary and other transition economies.Originality value - The paper provides a detailed picture of selected aspects of HRM in smaller businesses within a transition economy. Purpose - This paper aims to provide an original picture of a selection of human resource management (HRM) activities in the micro, small and medium sized enterprises (SMEs) in Hungary and to explore the extent to which these activities can be related to variations in firm size and variations in firm performance. Design/methodology/approach - The study measures the presence or absence of a selection of HRM activities through a questionnaire survey of a large sample of 678 Hungarian SMEs. Findings - Hungarian SMEs, in their working relationships, are closer to the "happy family" model of the SME than the "bleak house" model. Employee morale was perceived as high and only one in ten SMEs felt their employees were opposed to change. Owners were reluctant to seek advice from those outside the firm. They also showed reluctance to discuss future plans with their employees although they did tend to consult employees who would be affected directly by any change. Communication within SMEs was predominantly informal. Surprisingly, given the skills shortages highlighted by SMEs in other economies, very few of the Hungarian SMEs identified skills shortages as a problem and formal training programmes were reported only rarely. Variations between micro, small and medium sized firms are highlighted to emphasize the heterogeneous nature of the Hungarian SME sector. Research limitations/implications - The HRM activities considered provide a picture of only a small number of HRM activities in Hungarian SMEs but the findings imply the relationships examined here are deserving of further exploration both in Hungary and other transition economies. Originality/value - The paper provides a detailed picture of selected aspects of HRM in smaller businesses within a transition economy. [PUBLICATION ABSTRACT] Purpose This paper aims to provide an original picture of a selection of human resource management HRM activities in the micro, small and medium sized enterprises SMEs in Hungary and to explore the extent to which these activities can be related to variations in firm size and variations in firm performance. Designmethodologyapproach The study measures the presence or absence of a selection of HRM activities through a questionnaire survey of a large sample of 678 Hungarian SMEs. Findings Hungarian SMEs, in their working relationships, are closer to the happy family model of the SME than the bleak house model. Employee morale was perceived as high and only one in ten SMEs felt their employees were opposed to change. Owners were reluctant to seek advice from those outside the firm. They also showed reluctance to discuss future plans with their employees although they did tend to consult employees who would be affected directly by any change. Communication within SMEs was predominantly informal. Surprisingly, given the skills shortages highlighted by SMEs in other economies, very few of the Hungarian SMEs identified skills shortages as a problem and formal training programmes were reported only rarely. Variations between micro, small and medium sized firms are highlighted to emphasize the heterogeneous nature of the Hungarian SME sector. Research limitationsimplications The HRM activities considered provide a picture of only a small number of HRM activities in Hungarian SMEs but the findings imply the relationships examined here are deserving of further exploration both in Hungary and other transition economies. Originalityvalue The paper provides a detailed picture of selected aspects of HRM in smaller businesses within a transition economy. |
Author | Szerb, László Richbell, Suzanne Vitai, Zsuzsanna |
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Cites_doi | 10.1080/09585199600000119 10.1111/j.1748-8583.1992.tb00257.x 10.1108/03090590310479901 10.1002/hrm.10096 10.1111/j.1467-6486.2006.00592.x 10.5771/0949-6181-2009-1-9 10.1177/095001702762217416 10.1177/0018726707084914 10.1006/jcec.1998.1542 10.1177/0266242606067275 10.1177/0266242696144001 10.1016/j.hrmr.2004.06.001 10.1080/13636829700200039 10.1177/014920630202800604 10.1108/00483480210445962 10.1177/0950017003174006 10.1108/09649420610650710 10.1080/09585199000000049 |
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Snippet | Purpose - This paper aims to provide an original picture of a selection of human resource management (HRM) activities in the micro, small and medium sized... Purpose This paper aims to provide an original picture of a selection of human resource management HRM activities in the micro, small and medium sized... Purpose This paper aims to provide an original picture of a selection of human resource management (HRM) activities in the micro, small and medium sized... |
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SubjectTerms | Competitive advantage Employee morale Employees Employment Entrepreneurs Geographic profiles Human resource management Hungary Market economies Motivation Skills Small & medium sized enterprises-SME Small business Small to mediumsized enterprises Statistical analysis Theory Training Transition economies |
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Title | HRM in the Hungarian SME sector |
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