The whole six articles are about the HRM practice done by the small firms and also to study results that come out after the research. Each and every small firm using a different method or analysis to explore the understanding f the HR practices.
In the first two articles authors research finds that small firms should adopt formalised HRM practices as they increases their size. In the 2nd article author used the logistic regression analysis method. The analysis showed that if smaller firms wants to own HRM practices there is a great need of advance knowledge of HR fundamentals. In the fourth article the author compare the different functions like performance , goals and management practices within the family and non family firms. Formal training and team building also play an important role in the small firms in he Australia.
Finally, the six articles summarizes the that there is great need of HRM practices in the small growing firms.
Article 1
Reference:
Kotey, B., & Sheridan, B. (2004). Changing HRM practices with firm growth. Journal of Small Business and Enterprise Development, 4(11), 474-485.
The whole article is about the changing HRM practices as the firm growing from smaller scale to bigger scale. The authors main aim is to focus on the HRM practices and HR functions adopt by small firms as the firm increases their size.
This article gives the clear idea about the difference between micro, medium and the macro firms. In a small firms all the functions of HRM like recruitment, selection and performance appraisal are there but all are operated at the primary level and the way is informal. On the other side the owner-employer relations are closely related in small firms.
Finally, the author conclude the some small firms still using the informal HRM practices at the small level. But as the firm growing at the managerial level need there is a great need of formalised HRM practices to enhance the growth of the company.
Article 2
Reference:
Bartram, T. (2005). Small firms, big ideas: The adoption of human resource management in Australian small firms. Asia Pacific Journal of Human Resources,43(1), 137-154.
The main purpose of the article, according o author is to research on the formal HRM practices and policies adopted by small firms in Australia. The research is based on logistic regression analysis compares small business to medium and large business.
Author also believes that to improve the firms growth HRM practices must be carried by the firm. On the other hand author found that for the HRM practices firm need clear understanding and precise knowledge about HRM functions. Most of the HRM function in small firms like recruitment, selection, performance analysis are same as the medium and large firms but only the difference is that they operate in different way.
Finally, authors conclude that small firms carried out some practices but due to scarcity of some resources, money, planning and fundamental knowledge of HR functions the author thinks more research is necessary to explore the link between HRM and organisational performance.
Article 3
Reference:
Barret, R., & Mayson, S. (2007). Human resource management in growing small firms. Journal of Small Business and Enterprise Development, 2(14), 307-320.
The purpose of the article according to the author, if growing firms wants to own formal HRM function there is a greater need of advance understanding and fundamental knowledge of HRM.
The importance of having formal HRM system within the growing firms leads to many advantages like reduce the complexity of firm as well as it concern to economic performance. Strategic HRM also helps the firms to sustain against the competitive environment by strengthen the HRM practices.
Finally, the authors concluded that the growing firms possess the formal HRM practices than the non growing firms. Furthermore, author also suggest that future research is necessary to focus on only growth oriented firms because the non growing and growing firms cannot put in the same group. After doing it can be easy to find that growing firms can well manage the HRM practices or not.
Article 4
Reference:
Kotey, B. (2003). Goals, management practices, and performance of family SMEs. International Journal of Entrepreneurial Behaviour & Research, 1(11), 3-24.
The aim of the article is to compare the family firms from non family smes in terms of business aims, management practices and performance as the firm increases their size.
It is clear from the article is the firm must grow weather it is family or non family. Growth is needed to reduced the disadvanatages. Management practices adopt by the family firm and the non family firms are the same. In terms of profit family firms making more profit than the non family firms.
Finally, the author conclude that family and non family firms run on same characteristics but there are some specific differences that make these two firms separate. Author also give more stress on the growth that enhance the success of the company and it is one of the necessaryelement for the non family firms.
Article 5
Reference:
Walker, E., Remond, J., Webster, B., & Clus, M. (2007). Small business owners: too busy to train?. Journal of Small Business and Enterprise Development, 2(14), 294-306.
The aim of the article is to study how HRM and training is very crucial for the small firms and to find out the relation between managers of the small firms, their knowledge in HR practices and the importance of training for them.
For the owner-managers of the small firms they held the series of the workshops in three stages following pre interview by telephone, live workshops and post interview by telephone for the feedback. Research finds that training and human resource fundamentals are so important for the success of the company.
Finally, authors conclude that training is very important part of the HRM so for that there is huge need to encourage the participation of the owner- managers of the small firm keeping in mind factors such as venue, time and length of session.
Article 6
Reference:
Miller, s. (2003). Real teams in small Australian firms. Journal of Managerial Development, 9(22). 809-823.
The main purpose of the article, according to author is to show the importance of the team building in small and medium sized firms for that author using the 4 case studies of the Australian small firms
It can be clear from the four case studies that ”team work ” enhance the productivity of the smaller firms. Working as a team leads to many advantages like profit, relationship between employers and gives the motivation to the employers of the smaller firms.
Finally, author conclude that on the basis of four case studies that team work is a very important part of the smaller firms. Furthermore smaller firms needs to adopt the team building concept to improve the quality of the firms.