HRM and Small-Firm Employee Motivation
Before and After the Great Recession
Bibliographic Data
| ID | 3594656 |
|---|---|
| Authors | Alex Bryson (0000-0003-1529-2010, University College London, corresponding author), Michael White (0000-0001-7508-7882, Alex Bryson is Professor of Quantitative Social Science at University College London. Michael White is Emeritus Fellow at University of Westminster.) |
| Year | 2019 |
| Volume | 72 |
| Issue | 3 |
| Pages | 749-773 |
| Publication date | 2019-05-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Industrial and Labor Relations Review (JOURNAL) |
| Journal identifiers | ISSN: 0019-7939 • E-ISSN: 2162-271X |
| Publisher | SAGE Publications Inc (PUBLISHER) |
| DOI | 10.1177/0019793918774524 |
| OpenAlex | W2611948670 |
| Language | EN |
| Citations received | 1 |
| References cited | 49 |
A long-running debate in the small-firms' literature questions the value of formal human resource management (HRM) practices, which have been linked to high performance in larger firms. The authors contribute to this literature by exploiting linked employer-employee surveys for 2004 and 2011. Using employees' intrinsic job satisfaction and organizational commitment as motivational outcomes, the authors find the returns to small-firm investments in HRM are U-shaped. Small firms benefit from intrinsically motivating work situations in the absence of HRM practices and find this advantage disturbed when formal HRM practices are initially introduced. Firms can restore positive motivation when they invest intensively in HRM practices in a way that characterizes high performance work systems (HWPS). Although the HPWS effect on employee motivation is modified somewhat by the Great Recession, it remains robust and continues to have positive promise for small firms
Business · Economics · Employee motivation · Human resource management · Industrial organization · Job satisfaction · Labour economics · Management · Recession · Value (mathematics) · Work (physics) · Employment and Welfare Studies · Job Satisfaction and Organizational Behavior · Labor market dynamics and wage inequality · Marketing
Work Motivation Theory and Research at the Dawn of the Twenty-First Century
Ebalance
Strategic Human Resources Management
Work Motivation and Satisfaction
How Important are Job Attitudes? Meta-Analytic Comparisons of Integrative Behavioral Outcomes and Time Sequences
Managing Customer Services
Common method biases in behavioral research
Work and Industry
Scales for the measurement of some work attitudes and aspects of psychological well‐being
Self‐determination theory and work motivation
Financial capability and psychological health
When and why is small beautiful? The experience of work in the small firm
How Important is Methodology for the Estimates of the Determinants of Happiness
Employees and High-Performance Work Systems
Is Bigger Better? Explaining the Relationship Between Organization Size and Job Rewards
Contested Terrain
Manufacturing Advantage
Anticipation, Free-Rider Problems, and Adaptation to Trade Unions
Do "High-Performance" Work Practices Improve Establishment-Level Outcomes
Human Resource Bundles and Manufacturing Performance
High Performance and the Transformation of Work? The Implications of Alternative Work Practices for the Experience and Outcomes of Work
The Wage Effects of High Performance Work Organization in Manufacturing
Regulation of Work in Small Firms
The Dynamics of Informality
| Unique citing works | 1 |
|---|---|
| Citations per year | 0,5 |
| Citation span | 2024 - 2024 (1) |
| Citation velocity | recent |
| Highly cited | No |
| Citation types | Neutral: 1 |