Managing Labour in Small Firms (Routledge Studies in Small Business)

Book Cover......Page 1
Half-Title......Page 2
Title......Page 4
Copyright......Page 5
Contents......Page 6
Tables......Page 7
Contributors......Page 8
1 Introduction......Page 9
References......Page 16
Introduction: universal labour management systems and local order......Page 18
Developing HRM: practice and ideology......Page 19
HRM and performance: individual and collective......Page 20
Bringing smaller organisations in: seeking HRM in smaller organisations......Page 22
Making context concrete: tensions between HRM and managing labour in smaller organisations......Page 23
Knowledgeable recruitment......Page 24
Developing appraisal: watching and learning......Page 25
HRM in smaller organisations: organisational and cultural barriers......Page 26
Notes......Page 27
References......Page 28
Introduction......Page 31
Employment relations in the small firms’ literature......Page 32
Small firms in the employment relations’ literature......Page 36
From WIRS to WERS: The role of small firms?......Page 37
Divergence or fusion?......Page 40
Conclusion......Page 41
References......Page 42
Management processes in traditional small firms......Page 44
Entrepreneurs......Page 45
Creative and professional small firms......Page 46
Growth and management control......Page 49
References......Page 51
Introduction......Page 53
Training take-up rates in smaller firms......Page 54
Barriers to training in smaller firms......Page 55
Suitability of the training available......Page 56
The role and importance of informal and formal training......Page 57
Characteristics that influence the decision to train and training typologies......Page 59
The implications for government policy on training in smaller firms......Page 61
Antecedent factors......Page 62
Increasing demand for training......Page 63
References......Page 64
Introduction......Page 67
Breaking out: the development of ethnic minority businesses......Page 68
Methodology, rationale and context......Page 69
Research setting......Page 70
Survivalists......Page 71
Multiple business ownership......Page 73
Product and service differentiation......Page 74
Locational break-out......Page 75
Economic sector has an influential, but not determinate, effect on the capacity of firms to break-out......Page 76
References......Page 77
Flexibility and regulation—some aspects of the debate......Page 80
A closer look at working time directives across the EU......Page 81
What has been the impact of working time reduction on employment?......Page 82
The context: employment legislation and small firms......Page 83
Awareness and knowledge of IERs......Page 85
Impact of employment legislation on business performance......Page 88
Conclusions......Page 90
Notes......Page 92
References......Page 93
The NMW as a ‘regulatory shock’ to small firms: theoretical and methodological issues......Page 95
The impact of the NMW......Page 97
Ignore......Page 98
Critical event......Page 99
Discussion and conclusions......Page 100
Acknowledgements......Page 102
References......Page 103
Organisational justice theory and employment relations in SMEs......Page 105
Procedural justice......Page 106
Research evidence......Page 107
Employee perception of pay level fairness......Page 108
Employee satisfaction with allocation criteria......Page 109
Employee earnings in context......Page 110
Procedural justice in the workplace......Page 112
Perceptions of pay system fairness......Page 113
Interactional (in)justice—SMEs and the significance of interpersonal relationships......Page 114
Conclusions: comparing distributive, procedural and interactional justice perceptions in SMEs......Page 115
References......Page 116
10 Representation, consultation and the smaller firm......Page 118
References......Page 126
Index......Page 129