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Strategic HRM in Small and Medium Enterprises: A CEO's Perspective?
Author(s) -
Nankervis Alan,
Compton Robert,
Savery Lawson
Publication year - 2002
Publication title -
asia pacific journal of human resources
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.825
H-Index - 33
eISSN - 1744-7941
pISSN - 1038-4111
DOI - 10.1177/1038411102402008
Subject(s) - business , perspective (graphical) , sample (material) , convergence (economics) , empirical evidence , jigsaw , empirical research , management , marketing , public relations , sociology , economics , political science , economic growth , artificial intelligence , computer science , pedagogy , philosophy , chemistry , epistemology , chromatography
Recent research studies in Australia have reported a gradual but apparently growing convergence between the theory and practice of strategic HRM, especially in larger organizations and from the perspectives of HRM practitioners themselves. Little empirical evidence has been produced on HRM strategies and practices in small and medium enterprises (SMEs), or on the opinions of their chief executive officers (CEOs). This article reports the findings from a sample of CEOs in Australian SMEs in an attempt to add more pieces to the jigsaw of this desirable convergence. While the findings are not as encouraging as earlier presented, there are signs that SMEs may eventually reflect such models of SHRM.