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Human resource management practices in mid‐sized enterprises

Author

Listed:
  • Glenn M. McEvoy
  • Paul F. Buller

Abstract

Purpose - The purpose of this paper is to examine the similarities and differences in human resource (HR) practices between large and mid‐sized organizations. Design/methodology/approach - With organization life cycle as the theoretical base, this study collects data on HR practices from a sample of mid‐sized firms in one western state and compares the results to a previously published study of HR practices in much larger firms. Mid‐sized firms are defined as having between 300 and 3,000 employees (mean=1,205); the average number of employees in the large firm sample was 30,700. Findings - While there are some similarities in HR practices, it appears that HR organizations in large firms are more targeted at strategic business issues and have achieved a greater degree of outsourcing and/or information technology application for the routine, file maintenance aspects of HR work. On the other hand, HR informants in mid‐sized firms are more operationally focused, appear to be more satisfied with the skills and knowledge of their significantly smaller HR staffs, and give their HR organizations higher ratings on performance along multiple dimensions. Research limitations/implications - Limitations to the present study include the use of a single informant and a limited sample of mid‐sized firms (n=32). However, the study suggests numerous possibilities for future research, including expansion of the sample both in size and geographic scope, the collection of measures of performance for comparison with those of HR satisfaction, and fuller development of a set of expectations for HR focus dependent on the size and rate of growth of the organization. Originality/value - The HR practices of large and small (less than 500 employees) firms have been studied in the past. This paper fills a gap in organization life cycle theory by examining HR practices in mid‐sized firms, suggesting in particular that the drive to refocus HR on strategic issues in large firms may be inappropriate in enterprises with 300 to 3,000 employees.

Suggested Citation

  • Glenn M. McEvoy & Paul F. Buller, 2013. "Human resource management practices in mid‐sized enterprises," American Journal of Business, Emerald Group Publishing Limited, vol. 28(1), pages 86-105, April.
  • Handle: RePEc:eme:ajbpps:v:28:y:2013:i:1:p:86-105
    DOI: 10.1108/19355181311314789
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    Citations

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    Cited by:

    1. Alan Smith Purba & Eko Ganis Sukoharsono & Bambang Hariadi, 2020. "The Meaningful practice creating shared value as a contribute to sustainable development goals:Case study at Pt Pupuk Kaltim," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 9(7), pages 222-232, December.
    2. Walid Mohamed, 2019. "Employees' Outsourcing Perceptions and Satisfaction: The Case of Libya Oil Company," International Journal of Economics & Business Administration (IJEBA), International Journal of Economics & Business Administration (IJEBA), vol. 0(3), pages 84-95.
    3. Juan E. Núñez-Ríos & Jacqueline Y. Sánchez-García & Ricardo Tejeida-Padilla, 2020. "Human Capital Management in Tourism SMEs from a Cyber-Systemic Approach," Systemic Practice and Action Research, Springer, vol. 33(5), pages 527-559, October.
    4. Marta Valverde-Moreno & Mercedes Torres-Jiménez & Ana M. Lucia-Casademunt & Ana María Pacheco-Martínez, 2021. "Do National Values of Culture and Sustainability Influence Direct Employee PDM Levels and Scope? The Search for a European Answer," Sustainability, MDPI, vol. 13(14), pages 1-25, July.

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