The adoption of high performance work practices in small businesses: the influence of markets, business characteristics and HR expertise

TY - JOUR

T1 - The adoption of high performance work practices in small businesses: the influence of markets, business characteristics and HR expertise

AU - Wu, Ning

AU - Bacon, Nick

AU - Hoque, Kim

PY - 2014

Y1 - 2014

N2 - This paper explores the extent to which the adoption of high performance work practices (HPWPs) in UK small businesses with less than 50 employees is associated with the nature of the market in which the business operates, its business characteristics and its access to HR expertise. Drawing on data from the 2004 Workplace Employment Relations Survey, the analysis suggests that, where market-related factors are concerned, the uptake of HPWPs is higher in small businesses that require a highly skilled workforce but is unrelated to either the degree of market competition or the presence of large dominant customers. In terms of access to HR expertise, the analysis finds greater use of HPWPs in small businesses that have contact with external sources of HR advice via membership of business advisory networks or Investors in People (IiP) recognition. However, uptake is unrelated to the presence of personnel/HR specialists. Overall, the findings suggest that rather than depicting employment practices in small businesses as the inevitable consequence of market circumstances, encouraging greater small business involvement with business advisory networks and IiP may have the potential to increase the adoption of HPWPs in the sector.

AB - This paper explores the extent to which the adoption of high performance work practices (HPWPs) in UK small businesses with less than 50 employees is associated with the nature of the market in which the business operates, its business characteristics and its access to HR expertise. Drawing on data from the 2004 Workplace Employment Relations Survey, the analysis suggests that, where market-related factors are concerned, the uptake of HPWPs is higher in small businesses that require a highly skilled workforce but is unrelated to either the degree of market competition or the presence of large dominant customers. In terms of access to HR expertise, the analysis finds greater use of HPWPs in small businesses that have contact with external sources of HR advice via membership of business advisory networks or Investors in People (IiP) recognition. However, uptake is unrelated to the presence of personnel/HR specialists. Overall, the findings suggest that rather than depicting employment practices in small businesses as the inevitable consequence of market circumstances, encouraging greater small business involvement with business advisory networks and IiP may have the potential to increase the adoption of HPWPs in the sector.

U2 - https://doi.org/10.1080/09585192.2013.816865

DO - https://doi.org/10.1080/09585192.2013.816865

M3 - Article

SN - 0958-5192

VL - 25

SP - 1149

EP - 1169

JO - International Journal of Human Resource Management

JF - International Journal of Human Resource Management

IS - 8

ER -