HRM in the Hungarian SME sector

Suzanne Richbell · László Szerb · Zsuzsanna Vitai

52 citations0/0 files storedEmployee Relations

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Human Resource and Talent Management Management and Organizational Practices Global and Cross-Cultural Management

Abstract

Purpose This paper aims to provide an original picture of a selection of human resource management (HRM) activities in the micro, small and medium sized enterprises (SMEs) in Hungary and to explore the extent to which these activities can be related to variations in firm size and variations in firm performance. Design/methodology/approach The study measures the presence or absence of a selection of HRM activities through a questionnaire survey of a large sample of 678 Hungarian SMEs. Findings Hungarian SMEs, in their working relationships, are closer to the “happy family” model of the SME than the “bleak house” model. Employee morale was perceived as high and only one in ten SMEs felt their employees were opposed to change. Owners were reluctant to seek advice from those outside the firm. They also showed reluctance to discuss future plans with their employees although they did tend to consult employees who would be affected directly by any change. Communication within SMEs was predominantly informal. Surprisingly, given the skills shortages highlighted by SMEs in other economies, very few of the Hungarian SMEs identified skills shortages as a problem and formal training programmes were reported only rarely. Variations between micro, small and medium sized firms are highlighted to emphasize the heterogeneous nature of the Hungarian SME sector. Research limitations/implications The HRM activities considered provide a picture of only a small number of HRM activities in Hungarian SMEs but the findings imply the relationships examined here are deserving of further exploration both in Hungary and other transition economies. Originality/value The paper provides a detailed picture of selected aspects of HRM in smaller businesses within a transition economy.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 52 citations exist upstream.

References

1999What's your strategy for managing knowledge?2015Strategic human resource management 2002Global Entrepreneurship Monitor 1994Human Resource Management: A Critical Text 2004Managing human resources in small organizations: What do we know?2002High Performance Work Systems and Intermediate Indicators of Firm Performance Within the US Small Business Sector 2002High Performance Work Systems and Intermediate Indicators of Firm Performance Within the US Small Business Sector 1996Management Training and Small Firm Performance: Why is the Link So Weak?

Cited by

2020A system dynamics approach for assessing SMEs' competitiveness 2019Competitividad Empresarial en Costa Rica: un enfoque multidimensional 2019Employees’ perceptions of human resource management practices and employee outcomes 2021Challenges and priorities in talent management during the global pandemic caused by COVID-19 2017NAGRAĐIVANJE ZAPOSLENIKA U MALIM PODUZEĆIMA: STANJE I ULOGA IZ PERSPEKTIVE MENADŽERA

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.