High performance work practices in small firms

A resource-poverty and strategic decision-making perspective

Research output: Contribution to journalArticleScientificpeer-review

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Abstract

High performance work practices (HPWPs) are human resource management practices aimed at stimulating employee and organisational performance. The application of HPWPs is not widespread in small organisations. We examine whether the implementation of coherent bundles of HPWPs (aimed at employee ability, employee motivation or at the opportunity to perform) depends on the scarcity of resources, as reflected in the size of the company, and on strategic decision-making in small firms related to the owner’s expertise and attitudes. In our research, a total of 211 employees from 45 small organisations were asked to rate the presence of HPWPs in their organisation. These averaged perceptions were linked to information provided by the owner–managers on the size of their firm and their own expertise and attitudes. The findings support that smaller but coherent bundles of HPWPs can be found in small organisations and that the implementation of these bundles depends on available resources, strategic decision-making and the combination of the two. These findings highlight the need to integrate the notions of resource poverty and strategic decision-making to understand the uptake of bundles of HPWPs within small firms.
Original languageEnglish
Pages (from-to)71-91
JournalSmall Business Economics: An International Journal
Volume41
Issue number1
DOIs
Publication statusPublished - 2013

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High-performance work practices
Resources
Poverty
Small firms
Strategic decision making
Employees
Expertise
Employee performance
Organizational performance
Employee motivation
Owners
Scarcity
Human resource management practices

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title = "High performance work practices in small firms: A resource-poverty and strategic decision-making perspective",
abstract = "High performance work practices (HPWPs) are human resource management practices aimed at stimulating employee and organisational performance. The application of HPWPs is not widespread in small organisations. We examine whether the implementation of coherent bundles of HPWPs (aimed at employee ability, employee motivation or at the opportunity to perform) depends on the scarcity of resources, as reflected in the size of the company, and on strategic decision-making in small firms related to the owner’s expertise and attitudes. In our research, a total of 211 employees from 45 small organisations were asked to rate the presence of HPWPs in their organisation. These averaged perceptions were linked to information provided by the owner–managers on the size of their firm and their own expertise and attitudes. The findings support that smaller but coherent bundles of HPWPs can be found in small organisations and that the implementation of these bundles depends on available resources, strategic decision-making and the combination of the two. These findings highlight the need to integrate the notions of resource poverty and strategic decision-making to understand the uptake of bundles of HPWPs within small firms.",
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High performance work practices in small firms : A resource-poverty and strategic decision-making perspective. / Kroon, B.; van de Voorde, F.C.; Timmers, J.

In: Small Business Economics: An International Journal, Vol. 41, No. 1, 2013, p. 71-91.

Research output: Contribution to journalArticleScientificpeer-review

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