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When does HRM 'Work' in Small British Enterprises?

Author

Listed:
  • Alex Bryson

    (University College London, National Institute of Social and Economic Research and Institute for the Study of Labor)

  • Michael White

    (Policy Studies Institute, University of Westminster)

Abstract

Using nationally representative workplace data we find substantial use of high-performance work systems (HPWS) in Britain's small enterprises. We find empirical support for the proposition that HPWS have a non-linear association with employees' overall job attitude, with a positive association apparent where HPWS are used intensively. These associations are robust to factors often cited as obstacles to HPWS implementation such as informality and family ownership.

Suggested Citation

  • Alex Bryson & Michael White, 2016. "When does HRM 'Work' in Small British Enterprises?," DoQSS Working Papers 16-01, Quantitative Social Science - UCL Social Research Institute, University College London.
    • Handle: RePEc:qss:dqsswp:1601
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    References listed on IDEAS

    as
    1. Paul Osterman, 2006. "The Wage Effects of High Performance Work Organization in Manufacturing," ILR Review, Cornell University, ILR School, vol. 59(2), pages 187-204, January.
    2. David E. Guest, 1987. "Human Resource Management And Industrial Relations[1]," Journal of Management Studies, Wiley Blackwell, vol. 24(5), pages 503-521, September.
    3. Bryson, Alex, 1999. "The impact of employee involvement on small firms' financial performance," National Institute Economic Review, National Institute of Economic and Social Research, vol. 169, pages 78-95, July.
    4. Lai, Yanqing & Saridakis, George & Blackburn, Robert & Johnstone, Stewart, 2016. "Are the HR responses of small firms different from large firms in times of recession?," Journal of Business Venturing, Elsevier, vol. 31(1), pages 113-131.
    5. John Godard, 2001. "High Performance and the Transformation of Work? The Implications of Alternative Work Practices for the Experience and Outcomes of Work," ILR Review, Cornell University, ILR School, vol. 54(4), pages 776-805, July.
    6. de Kok, Jan & Uhlaner, Lorraine M, 2001. "Organization Context and Human Resource Management in the Small Firm," Small Business Economics, Springer, vol. 17(4), pages 273-291, December.
    7. Peter Cappelli & David Neumark, 2001. "Do “High-Performance†Work Practices Improve Establishment-Level Outcomes?," ILR Review, Cornell University, ILR School, vol. 54(4), pages 737-775, July.
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    Cited by:

    1. Csillag Sára & Csizmadia Péter & Hidegh Anna Laura & Szászvári Karina Ágnes, 2019. "Typical features of family-owned SME’s HR practices," Prosperitas, Budapest Business School, vol. 2019(1), pages 55-75.
    2. Csillag Sára & Csizmadia Péter & Hidegh Anna Laura & Szászvári Karina Ágnes, 2019. "Typical features of family-owned SME’s HR practices," Prosperitas, Budapest Business University, vol. 6(1), pages 55-75.

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    More about this item

    Keywords

    Human Resource Management; High-performance Work System; Small Firms; Organisational Commitment; Job Satisfaction;
    All these keywords.

    JEL classification:

    • J28 - Labor and Demographic Economics - - Demand and Supply of Labor - - - Safety; Job Satisfaction; Related Public Policy
    • M50 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics - - - General
    • M54 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics - - - Labor Management

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