Employment systems in small firms : a multilevel analysis/ crteated by Martie-Louise Verreynne, Polly Parker and Marie Wilson

By:

Verreynne, Martie-Louise [author]

Contributor(s):

Material type: Text

TextSeries: International small business journal ; Volume 31, number 4London : Sage, 2013Content type:

text

Media type:

unmediated

Carrier type:

volume

ISSN:

02662426

Subject(s):

Employment systems -- High-performance work systems -- Small firms

LOC classification:

HD2341.167

Online resources:

Click here to access online

Abstract: This exploratory study draws upon the perspectives of employees and managers from 50 small Australian firms to build a more complete and nuanced view of the interaction of human resources and capabilities with firm performance. Specifically, it uses a mixed methods multilevel design that elicits employee perspectives of employment systems and chief executive officer (CEO) assessments of firm performance. Results show that higher performing firms had better rated employment systems, with a cluster of human resource practices which included greater informality, employee engagement and participation. The views of employees were more discriminating and diagnostic than those of CEOs. The article discusses the implications of these findings for the study of employment systems and human resource management in small firms.

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Holdings
Item type	Current library	Call number	Vol info	Status	Notes	Date due	Barcode
Journal Article	Main Library - Special Collections	HD2341.167 INT (Browse shelf(Opens below))	Vol. 31, no.4 (pages 405-431)	Not for loan	For in house use only

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This exploratory study draws upon the perspectives of employees and managers from 50 small Australian firms to build a more complete and nuanced view of the interaction of human resources and capabilities with firm performance. Specifically, it uses a mixed methods multilevel design that elicits employee perspectives of employment systems and chief executive officer (CEO) assessments of firm performance. Results show that higher performing firms had better rated employment systems, with a cluster of human resource practices which included greater informality, employee engagement and participation. The views of employees were more discriminating and diagnostic than those of CEOs. The article discusses the implications of these findings for the study of employment systems and human resource management in small firms.

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