Reframing HRM in SMEs: Challenges and Dynamics

Acknowledgments
Contents
Notes on Contributors
List of Figures
List of Tables
1 Reframing HRM in SMEs: An Introduction
	1.1 Introduction
	1.2 Motivation
	1.3 Defining Key Terminology
	1.4 What is an SME? Significance and Definition
	1.5 A RECIPE for Exploring Key SME Characteristics
		Resource Constraints
		Environmental Vulnerability
		Concentrated Control
		Informality
		Proximity of Relations
		Employee Dynamics
	1.6 What is Human Resource Management?
	1.7 Structure of the Book
		Part I—HR Challenges
		Part II—HR Dynamics
	References
HR Challenges
2 Regulation as a Management Challenge for Small Businesses
	2.1 Introduction
	2.2 Characterising Small Firms
	2.3 The Enterprise Industry
	2.4 Regulation as a Management Challenge
		Owner-Manager Attitudes and Actions Regarding Regulation
			Employment Tribunals and Accessing Business Support
			The Business Support Journey
	2.5 Concluding Discussion
		Research Agenda
	References
3 HR Support for Enhanced Small Firm Performance
	3.1 Introduction
	3.2 SHRM in Small Firms
	3.3 HRM and Owner Managers
	3.4 SHRM: HR Content
	3.5 SHRM: HR Process
	3.6 HR Practice and Performance in Small Firms
	3.7 The HR Support Project
	3.8 Exploring Engagement with and Impact of HR Support
		Creating Awareness of the HR Support
		Previous Sources of HR Support
		Accessing HR Support
		Impact on Specified Programme Outcomes
			ToC Outcome 1: Unlocking Demand for Investing in People Management and Leadership Capability
			ToC Outcome 2: Inspire Small Firms to Invest in and Employ Young People and Apprentices
			ToC Outcome 3: Provide Easy Access to High-Quality Support for SMEs
		Small Firms Who Used HR Support Versus Those Who Did Not
			ToC Outcome 1: Unlocking Demand for Investing in People Management and Leadership Capability
			ToC Outcome 2: Inspire SMEs to Invest in and Employ Young People and Apprentices
		People Management and Performance
	3.9 Conclusions
	3.10 Implications for SHRM in Small Firms
	References
4 Owner-Managers and Environments of Learning in SMEs
	4.1 Introduction
	4.2 Context
	4.3 Challenges Associated with Resource Constraints
	4.4 Challenges Associated with Limited Provision of Formal Training
	4.5 Challenges Associated with the Liabilities of Smallness
	4.6 Challenges Associated with Relational Characteristics
	4.7 Concluding Remarks About the Challenges
	4.8 Research Implications
	4.9 Implications for Practice and Policy
	4.10 Implications of Contemporary Developments
	4.11 Conclusion
	References
5 Challenging the Dehumanisation of HRM: Developing an Alternative Resilience Scaffold to the Theory of Firm’s Application in SMEs
	5.1 Introduction
	5.2 The Origins of Understanding: The Theory of the Firm Perspective and HRM
	5.3 Alternative Perspectives: Behavioural Theory of the Firm and HRM
	5.4 Exploring Resilience Capability in Crisis Situations
		Organising to Dehumanise
		Reinforcing Dehumanisation Practices
		Challenging Dehumanisation Through Collaborative Learning
		Strengthening Communicative Engagement
		Creating New Networking Capability
		From Dehumanisation to Resilience Building
	5.5 Resolving the Constraint: Integrative Employee Resilience Framework
		Integrative Employee Resilience Framework: Characteristics and Principles
			Networking
			Role Adaptation
			Creativity
			Resilience Culture
		Resilience Scaffold for Management and Employees
	5.6 Conclusion and Implications
	5.7 New Directions for HRM in SME Research
	References
HR Dynamics
6 The Control-Based HRM Configurations Theory: Examining the Temporal Stability of HRM Systems in SME’s
	6.1 Introduction
	6.2 Context
	6.3 Towards a Control-Based Understanding of HRM in SME’s
	6.4 Control-Based HRM Applied to the Glasshouse Horticulture Sector
		Case 1: BLOOMING—Investing in Human Capital
		Case 2: LIGHTING—Migrant Labour as a Commodity
		Case 3: CULINARY—Equality for Innovation
	6.5 Shared Conditions and Diversity
	6.6 Implications
	6.7 Conclusion
	References
7 The Role of Joiners for the Development of New Firms: A Literature Review and Future Research Agenda
	7.1 Introduction
	7.2 The New Venture Context
	7.3 Getting to Grips with the Relevant Literature
	7.4 A Walk Through of Existing Research
		Defining Features of Joiners
			Impact of the New Venture Context on Joiners
			Impact of Joiners on New Venture Development
	7.5 Uncovering Avenues for Further Research
		Defining Features of Joiners
			Impact of New Venture Context on Joiners
			Impact of Joiners on New Venture Development
	7.6 A Process Perspective on the Role of Joiners
	7.7 Practical Implications
	7.8 Conclusion
	References
8 HRM in SMEs Under Turbulence: An Employee-Centric Perspective
	8.1 Introduction
	8.2 The Context: Crisis in SMEs
	8.3 Coleman’s Boat
	8.4 HR Practices in SMEs as Situational Mechanisms
	8.5 Employees’ Action-Formation Mechanisms
	8.6 People-Related Transformational Mechanisms in SMEs Under Crisis
	8.7 Framework and Directions for Future Research
	8.8 Theoretical Implications for HRM in SMEs
	8.9 Practical Implications for HRM in SMEs
	8.10 Conclusion
	References
9 Dynamics of Formality and Informality: Examining and Resolving Tensions
	9.1 Introduction
	9.2 Examining Prior Use of the Terms Formality and Informality
	9.3 The Role and Function of Formality and Informality
		Formality
		Informality
	9.4 The Formality-Informality Dynamic
	9.5 Examining Key Tensions in the Formality-Informality Relationship
	9.6 Resolving Tensions: Moving the Debate Forward
	9.7 Conclusion
	References
10 Conclusion Reframing HRM in SMEs: Navigating Challenges and Dynamics
	10.1 Introduction
	10.2 HRM and SME Research: Talking Past Each Other
	10.3 Navigating the Challenges and Dynamics of Exploring HRM in SMEs
	10.4 Progressing Forward
	References
Index