HRM Practice and Various Performance in SMEs: Systematic Literature Review

This article uses a systematic literature review of the analysis of the last seven years on small and medium enterprises (SMEs). This article contributes to the literature in three ways. First, update and expand the existing literature review with a recent stream of research emerging in developing and developed countries such as southern Africa, Spain, China, Germany, Malaysia, Pakistan, Poland, Thailand, the U.K., and Uganda. Second, identify and compile up-to-date knowledge about any performance-based Human resource management in small to medium-sized enterprises (SMEs).. Third, provide a roadmap for future research targeting deficiencies of the existing empirical literature. This article's research combines studies that analyzed ten publications from open access to Taylor & Francis. The results of the analysis findings show the advantages, weaknesses, and novelty of HRM practices to nine types of organizational performance that are fixed variables such as Performance on Business – Enterprise – Firm – Innovation, and performance variables in humans such as Employee – Managerial – Perceived Actual – Proactive Service. This mapping is expected to inspire entrepreneurs, educational institutions, and business consultants because it provides ideas on effectively improving organizational and individual employee performance through training, leadership, and employee engagement.