Reframing HRM in SMEs

SMEs face unique challenges directly stemming from their size, which create

pressures, tensions and dilemmas with regard to people management. These

include the liabilities of smallness and newness, as well as resource challenges

pertaining to the attraction, development and retention of the workforce. In turn,

these challenges can give rise to unique HR dynamics in the SME setting. This

edited collection brings together insights from thought leaders in the field of

HRM in SMEs to consider how the interplay of a range of external and internal

factors coalesce to shape the nature, form and meaning of HRM in this setting.

This volume moves beyond traditional accounts which are organised by HR

function or practice area (e.g. recruitment, performance, training) or by

considerations of the applicability of HR (e.g. HR and performance, best practice).

Instead, the contributions are divided in two sections, HR Challenges and HR

Dynamics, demonstrating how the unique setting of the SME must inform any

successful HRM intervention. This volume will be of great interest to students and academics ofHR, employment relations and entrepreneurship, as well as those exploring

professional qualifications.

1 Reframing HRM in SMEs: An Introduction.- 2 Regulation as a management challenge for small businesses.- 3 HR support for enhanced small firm performance.- Chapter 4 Owner-managers and environments of learning in SMEs.- 5 Challenging the Dehumanisation of HRM: Developing an Alternative Resilience Scaffold to the Theory of Firm’s Application in SMEs.- 6 The control-based HRM configurations theory:  Examining the temporal stability of HRM systems in SMEs.- 7 The role of joiners for the development of new firms – a literature review and future research agenda.- 8 HRM in SMEs under Turbulence: an employee-centric perspective.- 9 Dynamics of formality and informality: Examining and resolving tensions.- 10 Reframing HRM in SMEs: Navigating challenges and dynamics.