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Please use this identifier to cite or link to this item: https://t2-4.bsc.es/jspui/handle/123456789/64542
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dc.creatorMichie, J., University of Birmingham, Birmingham Business Schoolen
dc.date2006-07-07T00:00:00Zen
dc.identifier10.5255/UKDA-SN-5382-1-
dc.identifier5382-
dc.identifierhttp://doi.org/10.5255/UKDA-SN-5382-1-
dc.identifier.urihttps://t2-4.bsc.es/jspui/handle/123456789/64542*
dc.description<P>Abstract copyright UK Data Service and data collection copyright owner.</P>en
dc.descriptionThis research project investigated whether investing in 'progressive' human resources (HR) practices appears to pay dividends in terms of corporate performance for small firms in the sectors the project covered. However, the degree to which this is true, and the size and significance of the effect, will vary according to a range of factors. <br> <br> One of these factors is the strategy that the firm adopts. Broadly, it may be pursuing a 'high road' strategy of investing in progressive HR practices that tend to be associated with a greater degree of commitment and motivation amongst the workforce, as well as to both an increased ability and greater opportunities to work more productively. Hence such investment will tend to be associated with higher productivity and customer retention, and thus also profitability. <br> <br> Alternatively, the firm may choose a 'low road', cost-cutting strategy. This appears to be especially so for 'older' small companies, who may turn to this approach as a 'strategy of last resort'. The effectiveness of HR policies and practices, therefore, will depend, in part at least, on the strategy being pursued by the company.<br> <br> If a 'high road' strategy is consciously chosen, then the costs of investing in HR practices can be expected to be recouped through improved performance. However, in order to achieve this, HR practices need to improve commitment and motivation amongst staff, enhance skills, and provide opportunities to use them to increase productivity. For this to happen, HR practices should be introduced and implemented coherently, alongside appropriate organisational design. <br> <br> The dataset produced by the project included a firm-level survey, and four case studies, for which a questionnaire from the <i>Workplace Employee Relations Survey, 1998</i> (held at the UK Data Archive (UKDA) under SN 3955) was used. See documentation for further details of methodology.<br> <br>en
dc.description<B>Main Topics</B>:<BR>en
dc.descriptionTopics covered include:<ul><li>firm-level survey: characteristics of company; company performance; general workforce characteristics; recruitment, induction and training</li><li>employee survey: job characteristics and employment history; perceptions of company and workplace; representation at work; respondent's demographic characteristics</li></ul>en
dc.languageen-
dc.rightsCopyright J. Michieen
dc.subjectHUMAN RESOURCESen
dc.subjectPERSONNEL MANAGEMENTen
dc.subjectSMALL BUSINESSESen
dc.subjectBUSINESSESen
dc.subjectEMPLOYEESen
dc.subjectEMPLOYMENT HISTORYen
dc.subjectTEMPORARY EMPLOYMENTen
dc.subjectHOURS OF WORKen
dc.subjectOVERTIMEen
dc.subjectINDUSTRIESen
dc.subjectSTRESS (PSYCHOLOGICAL)en
dc.subjectJOB SECURITYen
dc.subjectDECISION MAKINGen
dc.subjectJOB SATISFACTIONen
dc.subjectWORKING CONDITIONSen
dc.subjectJOB EVALUATIONen
dc.subjectMANAGERSen
dc.subjectEMPLOYER-SPONSORED TRAININGen
dc.subjectJOB SHARINGen
dc.subjectPARENTAL LEAVEen
dc.subjectDAY NURSERIESen
dc.subjectHOME-BASED WORKen
dc.subjectLEAVEen
dc.subjectWORKERS PARTICIPATIONen
dc.subjectLABOUR RELATIONSen
dc.subjectTRADE UNION MEMBERSHIPen
dc.subjectTRADE UNIONSen
dc.subjectTRADE UNION OFFICIALSen
dc.subjectGENDERen
dc.subjectAGEen
dc.subjectCHILDRENen
dc.subjectMARITAL STATUSen
dc.subjectQUALIFICATIONSen
dc.subjectOCCUPATIONAL QUALIFICATIONSen
dc.subjectDEBILITATIVE ILLNESSen
dc.subjectETHNIC GROUPSen
dc.subjectOCCUPATIONAL STATUSen
dc.subjectINCOMEen
dc.subjectBUSINESS FORMATIONen
dc.subjectCHARITABLE ORGANIZATIONSen
dc.subjectBUSINESS OWNERSHIPen
dc.subjectWORKPLACEen
dc.subjectPRODUCTSen
dc.subjectSERVICE INDUSTRIESen
dc.subjectTURNOVERen
dc.subjectECONOMIC COMPETITIONen
dc.subjectMARKETS (ECONOMICS)en
dc.subjectTRADEen
dc.subjectINTERNATIONAL COMPETITIONen
dc.subjectSTRATEGIESen
dc.subjectSUBCONTRACTINGen
dc.subjectPERFORMANCEen
dc.subjectCOMMERCIAL INNOVATIONen
dc.subjectPATENTSen
dc.subjectTAXATIONen
dc.subjectFINANCIAL MANAGEMENTen
dc.subjectPRODUCTIVITYen
dc.subjectQUALITYen
dc.subjectSHARESen
dc.subjectCAPITALen
dc.subjectFINANCIAL SUPPORTen
dc.subjectLABOUR FORCEen
dc.subjectRECRUITMENTen
dc.subjectEMPLOYMENT CONTRACTSen
dc.subjectJOB DESCRIPTIONen
dc.subjectEXPENDITUREen
dc.subjectSTANDARDSen
dc.subjectWORKS COUNCILSen
dc.subjectWORKERS' RIGHTSen
dc.subjectSTRIKESen
dc.subjectFRINGE BENEFITSen
dc.subjectINCENTIVESen
dc.subjectWAGESen
dc.subjectENTREPRENEURSen
dc.subject2004-2005en
dc.subjectGreat Britainen
dc.titleHuman Resource Management and Performance in Small and Medium-sized Enterprises, 2004-2005en
dc.typeDataseten
dc.coverageGreat Britainen
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