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HRM Issues and Practices in Small and Medium Size Enterprises (SMEs): Turkish SMEs in North London

Yıl 2022, Cilt: 2 Sayı: 2, 242 - 269, 17.11.2022

Öz

Despite massive involvement in trading and businesses since they first immigrated to the UK, Turkish Small and Medium Size Enterprises (SMEs) in London fail to comply with formalised human resources (HR) practices in their organisations. This is the study of Turkish migrants’ SMEs in North London, and the purpose of this study is to investigate the barriers regarding professional formalised HR practices and the tendency of the informal approach to employee management. During the research, the inductive qualitative research method was employed through semi-structured interviews, and they were analysed by thematic analysis. This study included only Turkish SMEs in North London, with 12 participants. In fact, future comprehensive research in a greater area will be a better impact on understanding the issue, such as a study in the UK or other Europe capitals. Informal employee management is well common with Turkish SMEs in North London. Although employers are not opposed to formalising their HR practices via working with HR practitioners, financial cost and socio-cultural structure are the strongest barriers to formalised HRM.

Kaynakça

  • Akin, O. (2021) ‘Investigating the Role of Cultural Awareness in A Multicultural Business Environment: A Case Study Based on Turkish and British Markets’, Ege Academic Review, 21(3), 193-211.
  • Altinay, L. (2008) ‘The relationship between an entrepreneur’s culture and the entrepreneurial behaviour of the firm’, Journal of Small Business and Enterprise Development, 15(1), 111-129.
  • Antonioli, D. & Torre, E.D. (2016) ‘Innovation adoption and training activities in SMEs’, The International Journal of Human Resource Management, 27(3), 311-337.
  • Ardito, L., D’Angelo, V., Petruzzelli, A.M. & Peruffo, E. (2021) ‘The role of human capital in the foreign market performance of US SMEs: does owner ethnicity matter?’, Journal of Intellectual Capital, 22(7), 24-42.
  • Arun, K., Gedik, N.K., Okun, O. & Sen, C. (2020) ‘Impact of cultural values on leadership roles and paternalistic style from the role theory perspective’, World Journal of Entrepreneurship, Management and Sustainable Development, 17(3), 422-440.
  • Aycan, Z. (2005) ‘The interface between cultural and institutional/ structural contingencies in human resources management’, International Journal of Human Resources Management, 16(7), 1083-1120.
  • Aygun, T. & Oeser, G. (2016) ‘Challenges and opportunities of Turkish food retail in Germany from a value chain perspective’, International Journal of Retail and Distribution Management, 45(3), 308-327.
  • Bayraktaroglu, S. & Atay, E. (2016) Stratejik Insan Kaynakları Yönetimi. Istanbul: Beta.
  • Bell, E., Bryman, A. & Harley, B. (2019) Business Research Methods. 5th eds. Oxford: Oxford University Press.
  • Biloslavo, R. & Lombardi, R. (2021) ‘Knowledge transferring and small and medium enterprise’s (SME’s) effectiveness: emerging insights and future directions’, Business Process Management Journal, 27(6), 1747-1774.
  • Burhan, M., Swailes, S., Hameed, Z. & Ali, I. (2020) ‘HRM formality differences in Pakistani SMEs: a three-sector comparative study’, Employee Relations: The International Journal, 42(6), 1513-1529.
  • Cardon, M.S. & Stevens, C.E. (2004) ‘Managing human resources in small organisations: What do we know?’, Human Resource Management Review, 14(3), 295–323.
  • Chandrakumara, A. & Rao, P. (2014) Effective Human Resources Practices in Small and Medium Size Enterprises: Global Perspective of the MIST (Mexico, Indonesia, South Korea, Turkey) In Machado, C. & Melo, P., Effective Human Resources Practices in Small and Medium Size Enterprises: Global Perspective Business Science References, 44-73. USA: Business Science Reference.
  • Crowley Henry, M., O’Connor, E.P. & Suarez Bilbao, B. (2021) ‘What goes around comes around. Exploring how skilled migrant founder–managers of SMEs recruit and retain international talent’, Journal of Global Mobility, 9(2), 145-165.
  • Csillag, S., Csizmadia, P., Hidegh, A.L. & Karina Szászvári (2019) ‘What makes small beautiful? Learning and development in small firms, ‘Human Resource Development International, 22(5), 453-476.
  • Dasborough, M., & Sue Chan, C. (2002) ‘The role of transaction costs and institutional forces in the outsourcing of recruitment. Asia Pacific Journal of Human Resources, 40(3), 306–321.
  • Delery, J.E. & Doty, D.H. (1996) ‘Modes of Theorising in Strategic Human Resource Management: Tests of Universalistic, Contingency, and Configurational Performance Predictions’, The Academy of Management Journal, 39(4), 802-835.
  • Department for Business, Energy and Industrial Strategy (2020) Longitudinal Small Business Survey: SME Employers (businesses with 1-249 employees) – UK, 2020. Available at: https://assets.publishing. service.gov.uk/government/uploads/system/uploads/attachment_data/file/1045859/LSBS_2020_SME_ Employers_Final_06012022_updated_January_2022.pdf (Accessed: 9th July, 2022).
  • Dundon, T., & Wilkinson, A. (2018) HRM in Small and Medium-Sized Enterprises (SMEs). In D.G. Collings, G.T. Wood, and L.T. Szamosi (Eds.), Human Resource Management: A Critical Introduction, 130–149. Abingdonon-Thames: Routledge.
  • Erdogan, O. (2015) ‘A Research on the Aspect of the Social-Economics Characteristics of the Turkish Population Living in London’, Suleyman Demirel University The Journal of Faculty of Economics and Administrative Sciences, 20(3), 283-306
  • European Commission (2020) User Guide to the SME definition. Available at: https://ec.europa.eu/docsroom/ documents/42921 (Accessed: 4th November, 2021).
  • Fernando, D. & Patriotta, G. (2020) ‘“Us versus them”: Sensemaking and identity processes in skilled migrants’ experiences of occupational downgrading’, Journal of World Business, 55(4), 1-13.
  • Guerrero, S., Cayrat, C. & Cossette, M. (2021) ‘Human resource professionals’ human and social capital in SMEs: small firm, big impact’, The International Journal of Human Resource Management, 33(16), 1-23.
  • Harney, B. &Dundon, T. (2006) ‘Capturing complexity: developing an integrated approach to analysing HRM in SMEs’, Human Resource Management Journal, 16(1), 48-73.
  • Hayez, L. & Novitz, T. (2021) ‘Trade unions and economic inequality’, Institute of Employment Rights Journal, 4(1), 118-141.
  • Irwin, K.C., Landay, K.M., Aaron, J.R., McDowell, W.C., Marino, L.D. & Geho, P.R. (2018) ‘Entrepreneurial orientation (EO) and human resources outsourcing (HRO): A “HERO” combination for SME performance’, Journal of Business Research, 90, 134-140.
  • Jack, S., Hyman,J. & Osborne ,F. (2006) ‘Small entrepreneurial ventures culture, change and the impact on HRM: a critical review’, Human Resource Management Review, 16(4), 456-466.
  • Karan O. (2019) ‘Changing Cultural Practices, Self-Identifications and Gender Roles of Kurdish and Turkish Catering and Retail Business Owners in London’, Problemy Zaradzania - Management Issues, 17(1), 107-129.
  • Karan, O. (2017) Economic Survival Strategies of Turkish Migrants in London. London: Transnational Press.
  • Klass, B., McClendon, J. & Gainey, T. (2002), ‘Trust and the role of professional employer organisations: managing HR in small and medium enterprises’, Journal of Managerial Issues, 14(1), 31-49.
  • Klepic, I. (2019) ‘Correlation of Recruitment and Selection of Human Resources and the Performance of Small and Medium Enterprises, Sciendo, 65(4), 14–26.
  • Koburtay, T., Syed, J. & Haloub, R. (2018) ‘Implications of Religion, Culture, and Legislation for Gender Equality at Work: Qualitative Insights from Jordan’, Journal of Business Ethics, 164, 421–436.
  • Kohler, T., Smith, A. & Bhakoo, V. (2022) ‘Templates in Qualitative Research Methods: Origins, Limitations, and New Directions’, Organizational Research Methods, 25(2), 183–210.
  • Larrinaga, O.V. (2016) ‘Is it desirable, necessary and possible to perform research using case studies?’, Cuadernos de Gestión, 17(1), 147-172.
  • Li, S. & Rees, C.J. (2021) ‘Determinants of the formalisation of human resource management practices: An empirical study in SMEs in eastern and western China’, Journal of Small Business Management, 59(4), 735-755.
  • Marlow, S., Taylor, S. & Thompson, A. (2010) ‘Informality and Formality in Medium-sized Companies: Contestation and Synchronisation’, British Journal of Management, 21, 954-966.
  • Mohamed, I. (2017) ‘Some Issues in The Institutional Theory: A Critical Analysis, International Journal of Scientific & Technology Research, 6(9), 150-155.
  • Morgan, H.M., Sui, S. & Malhotra, S. (2021) ‘No place like home: The effect of exporting to the country of origin on the financial performance of immigrant-owned SMEs’, Journal of International Business Studies, 52, 504–524.
  • Mustafa, M.J. & Elliott, C. (2019) ‘The curious case of human resource development in family small to medium sized enterprises’, Human Resource Development Quarterly, 30(3), 281-290.
  • Newman, A., & Sheikh, A. Z. (2014) ‘Determinants of best HR practices in Chinese SMEs.’, Journal of Small Business and Enterprise Development, 21(3), 414–430.
  • Nyamubarwa, W & Chipunza, C. (2019) ‘Debunking the one-size-fits-all approach to human resource management: A review of human resource practices in small and medium-sized enterprise firms’, A review of human resource practices in small and medium-sized enterprise firms. SA Journal of Human Resource Management, 17(0), 1-6.
  • OECD (2017) Key Issues for Digital Transformation in The G20. Available at: https://www.oecd.org/g20/keyissues-for-digital-transformation-in-the-g20.pdf (Accessed: 27th June, 2022).
  • Panayiotopoulos, P. I. (2008) ‘Turkish immigrant entrepreneurs in the European Union: a political-institutional approach’, International Journal of Entrepreneurial Behavior and Research, 14(6), 395-413.
  • Podgorodnichenko, N., Akmal, A. & Edgar, F. (2020) ‘Sustainable HRM: toward addressing diverse employee roles’, Employee Relations: The International Journal, 44(3), 576-608.
  • Potgieter, I.L., & Mokomane, S.E. (2020) ‘Implementation of human resource management functions in selected small manufacturing companies in Ga-Rankuwa industrial area, Gauteng, South Africa. ’, Journal of Human Resource Management, 18(0), 1-11.
  • Psychogios, A., Szamosi, L., Prouska, R., & Brewster, C. (2016) ‘A three-fold framework for understanding HRM practices in South-Eastern European SMEs’, Employee Relations, 38(3), 1–38.
  • Razzak, B.M., Blackburn, R. & Saridakis, G. (2021) ‘Employees’ working life and performance of UK ethnic minority restaurants: a qualitative approach’, Benchmarking: An International Journal, 29(1), 47-67.
  • Reid, R., Morrow, T., Kelly, B. & McCartan, P. (2002) ‘People management in SMEs: An analysis of human resource strategies in family and non-family businesses’, Journal of Small Business and Enterprise Development, 9 (3), 245-259.
  • Sameen, S. (2016) ‘Employee hiring through informal and formal sources of recruitment an implication for job satisfaction and intension to leave’, International Journal of Innovation, Management and Technology, 7(6), 286-291.
  • Sanders, M., Briscese, G., Gallagher, R., Gyani, A., Hanes, S., Kirkman, E. & Owain, S. (2021) ‘Behavioural insight and the labour market: evidence from a pilot study and a large stepped-wedge controlled trial’, Journal of Public Policy, 41, 42–65.
  • Sheehan, M. (2014) ‘Human resource management and performance: Evidence from small and medium-sized firms’, International Small Business Journal, 32(5), pp: 545–570.
  • Stefanidis, A., Banai, M., Schinzel, U. & Erkuş, A. (2021) ‘Ethically questionable negotiation tactics: the differential roles of national, societal and individual cultural values’, Cross Cultural & Strategic Management, 28(30), 626-656.
  • Storey, D.J., Sarikadis, G, Sukanya Sen Gupta, Paul K. Edwards, & Robert A. Blackburn (2010) ‘Linking HR formality with employee job quality: The role of firm and workplace size. Human Resource Management, 49(2), 305–329.
  • Tatoglu, E., Glaister, A.J. & Demirbag, M. (2016) ‘Talent management motives and practices in an emerging market: a comparison between MNEs and local firms’, Journal of World Business, 51(2), 278-293.
  • Tolciu, A. (2011) ‘Migrant entrepreneurs and social capital: A revised perspective’, International Journal of Entrepreneurial Behaviour and Research, 17(4), 409-427.
  • Tzabbar, D., Tzafrir, S. &Baruch, Y. (2017) ‘A bridge over troubled water: Replication, integration and extension of the relationship between HRM practices and organisational performance using moderating meta-analysis’, Human Resource Management Review, 27(2017), 134-148.
  • Ucanok, B. & Karabati, S. (2013) ‘The Effects of Values, Work Centrality, and Organizational Commitment on Organizational Citizenship Behaviors: Evidence from Turkish SMEs,’ Human Resource Development Quarterly, 24(1), 89-129.
  • United Nations (2012) Policy Guidebook for SME Development In Asia And The Pacific. Available at: https:// www.unescap.org/sites/default/d8files/knowledge-products/0%20-%20Full%20Report_7.pdf (Accessed: 4th December, 2021).
  • Wallo, A. & Kock, H. (2018) ‘HR outsourcing in small and medium-sized enterprises: Exploring the role of human resource intermediaries’, Personnel Review, 47(5), 1003-1018.
  • Welbourne, T. M., & Cyr, L. A., (1996) ‘Agency Theory Implications for Strategic Human Resource Management: Effects of CEO Ownership, Administrative HRM, and Incentive Alignment on Firm Performance, Center for Advanced Human Resource Studies, 96(17), 1-31.

HRM Issues and Practices in Small and Medium Size Enterprises (SMEs): Turkish SMEs in North London

Yıl 2022, Cilt: 2 Sayı: 2, 242 - 269, 17.11.2022

Öz

Despite massive involvement in trading and businesses since they first immigrated to the UK, Turkish Small and Medium Size Enterprises (SMEs) in London fail to comply with formalised human resources (HR) practices in their organisations. This is the study of Turkish migrants’ SMEs in North London, and the purpose of this study is to investigate the barriers regarding professional formalised HR practices and the tendency of the informal approach to employee management. During the research, the inductive qualitative research method was employed through semi-structured interviews, and they were analysed by thematic analysis. This study included only Turkish SMEs in North London, with 12 participants. In fact, future comprehensive research in a greater area will be a better impact on understanding the issue, such as a study in the UK or other Europe capitals. Informal employee management is well common with Turkish SMEs in North London. Although employers are not opposed to formalising their HR practices via working with HR practitioners, financial cost and socio-cultural structure are the strongest barriers to formalised HRM.

Kaynakça

  • Akin, O. (2021) ‘Investigating the Role of Cultural Awareness in A Multicultural Business Environment: A Case Study Based on Turkish and British Markets’, Ege Academic Review, 21(3), 193-211.
  • Altinay, L. (2008) ‘The relationship between an entrepreneur’s culture and the entrepreneurial behaviour of the firm’, Journal of Small Business and Enterprise Development, 15(1), 111-129.
  • Antonioli, D. & Torre, E.D. (2016) ‘Innovation adoption and training activities in SMEs’, The International Journal of Human Resource Management, 27(3), 311-337.
  • Ardito, L., D’Angelo, V., Petruzzelli, A.M. & Peruffo, E. (2021) ‘The role of human capital in the foreign market performance of US SMEs: does owner ethnicity matter?’, Journal of Intellectual Capital, 22(7), 24-42.
  • Arun, K., Gedik, N.K., Okun, O. & Sen, C. (2020) ‘Impact of cultural values on leadership roles and paternalistic style from the role theory perspective’, World Journal of Entrepreneurship, Management and Sustainable Development, 17(3), 422-440.
  • Aycan, Z. (2005) ‘The interface between cultural and institutional/ structural contingencies in human resources management’, International Journal of Human Resources Management, 16(7), 1083-1120.
  • Aygun, T. & Oeser, G. (2016) ‘Challenges and opportunities of Turkish food retail in Germany from a value chain perspective’, International Journal of Retail and Distribution Management, 45(3), 308-327.
  • Bayraktaroglu, S. & Atay, E. (2016) Stratejik Insan Kaynakları Yönetimi. Istanbul: Beta.
  • Bell, E., Bryman, A. & Harley, B. (2019) Business Research Methods. 5th eds. Oxford: Oxford University Press.
  • Biloslavo, R. & Lombardi, R. (2021) ‘Knowledge transferring and small and medium enterprise’s (SME’s) effectiveness: emerging insights and future directions’, Business Process Management Journal, 27(6), 1747-1774.
  • Burhan, M., Swailes, S., Hameed, Z. & Ali, I. (2020) ‘HRM formality differences in Pakistani SMEs: a three-sector comparative study’, Employee Relations: The International Journal, 42(6), 1513-1529.
  • Cardon, M.S. & Stevens, C.E. (2004) ‘Managing human resources in small organisations: What do we know?’, Human Resource Management Review, 14(3), 295–323.
  • Chandrakumara, A. & Rao, P. (2014) Effective Human Resources Practices in Small and Medium Size Enterprises: Global Perspective of the MIST (Mexico, Indonesia, South Korea, Turkey) In Machado, C. & Melo, P., Effective Human Resources Practices in Small and Medium Size Enterprises: Global Perspective Business Science References, 44-73. USA: Business Science Reference.
  • Crowley Henry, M., O’Connor, E.P. & Suarez Bilbao, B. (2021) ‘What goes around comes around. Exploring how skilled migrant founder–managers of SMEs recruit and retain international talent’, Journal of Global Mobility, 9(2), 145-165.
  • Csillag, S., Csizmadia, P., Hidegh, A.L. & Karina Szászvári (2019) ‘What makes small beautiful? Learning and development in small firms, ‘Human Resource Development International, 22(5), 453-476.
  • Dasborough, M., & Sue Chan, C. (2002) ‘The role of transaction costs and institutional forces in the outsourcing of recruitment. Asia Pacific Journal of Human Resources, 40(3), 306–321.
  • Delery, J.E. & Doty, D.H. (1996) ‘Modes of Theorising in Strategic Human Resource Management: Tests of Universalistic, Contingency, and Configurational Performance Predictions’, The Academy of Management Journal, 39(4), 802-835.
  • Department for Business, Energy and Industrial Strategy (2020) Longitudinal Small Business Survey: SME Employers (businesses with 1-249 employees) – UK, 2020. Available at: https://assets.publishing. service.gov.uk/government/uploads/system/uploads/attachment_data/file/1045859/LSBS_2020_SME_ Employers_Final_06012022_updated_January_2022.pdf (Accessed: 9th July, 2022).
  • Dundon, T., & Wilkinson, A. (2018) HRM in Small and Medium-Sized Enterprises (SMEs). In D.G. Collings, G.T. Wood, and L.T. Szamosi (Eds.), Human Resource Management: A Critical Introduction, 130–149. Abingdonon-Thames: Routledge.
  • Erdogan, O. (2015) ‘A Research on the Aspect of the Social-Economics Characteristics of the Turkish Population Living in London’, Suleyman Demirel University The Journal of Faculty of Economics and Administrative Sciences, 20(3), 283-306
  • European Commission (2020) User Guide to the SME definition. Available at: https://ec.europa.eu/docsroom/ documents/42921 (Accessed: 4th November, 2021).
  • Fernando, D. & Patriotta, G. (2020) ‘“Us versus them”: Sensemaking and identity processes in skilled migrants’ experiences of occupational downgrading’, Journal of World Business, 55(4), 1-13.
  • Guerrero, S., Cayrat, C. & Cossette, M. (2021) ‘Human resource professionals’ human and social capital in SMEs: small firm, big impact’, The International Journal of Human Resource Management, 33(16), 1-23.
  • Harney, B. &Dundon, T. (2006) ‘Capturing complexity: developing an integrated approach to analysing HRM in SMEs’, Human Resource Management Journal, 16(1), 48-73.
  • Hayez, L. & Novitz, T. (2021) ‘Trade unions and economic inequality’, Institute of Employment Rights Journal, 4(1), 118-141.
  • Irwin, K.C., Landay, K.M., Aaron, J.R., McDowell, W.C., Marino, L.D. & Geho, P.R. (2018) ‘Entrepreneurial orientation (EO) and human resources outsourcing (HRO): A “HERO” combination for SME performance’, Journal of Business Research, 90, 134-140.
  • Jack, S., Hyman,J. & Osborne ,F. (2006) ‘Small entrepreneurial ventures culture, change and the impact on HRM: a critical review’, Human Resource Management Review, 16(4), 456-466.
  • Karan O. (2019) ‘Changing Cultural Practices, Self-Identifications and Gender Roles of Kurdish and Turkish Catering and Retail Business Owners in London’, Problemy Zaradzania - Management Issues, 17(1), 107-129.
  • Karan, O. (2017) Economic Survival Strategies of Turkish Migrants in London. London: Transnational Press.
  • Klass, B., McClendon, J. & Gainey, T. (2002), ‘Trust and the role of professional employer organisations: managing HR in small and medium enterprises’, Journal of Managerial Issues, 14(1), 31-49.
  • Klepic, I. (2019) ‘Correlation of Recruitment and Selection of Human Resources and the Performance of Small and Medium Enterprises, Sciendo, 65(4), 14–26.
  • Koburtay, T., Syed, J. & Haloub, R. (2018) ‘Implications of Religion, Culture, and Legislation for Gender Equality at Work: Qualitative Insights from Jordan’, Journal of Business Ethics, 164, 421–436.
  • Kohler, T., Smith, A. & Bhakoo, V. (2022) ‘Templates in Qualitative Research Methods: Origins, Limitations, and New Directions’, Organizational Research Methods, 25(2), 183–210.
  • Larrinaga, O.V. (2016) ‘Is it desirable, necessary and possible to perform research using case studies?’, Cuadernos de Gestión, 17(1), 147-172.
  • Li, S. & Rees, C.J. (2021) ‘Determinants of the formalisation of human resource management practices: An empirical study in SMEs in eastern and western China’, Journal of Small Business Management, 59(4), 735-755.
  • Marlow, S., Taylor, S. & Thompson, A. (2010) ‘Informality and Formality in Medium-sized Companies: Contestation and Synchronisation’, British Journal of Management, 21, 954-966.
  • Mohamed, I. (2017) ‘Some Issues in The Institutional Theory: A Critical Analysis, International Journal of Scientific & Technology Research, 6(9), 150-155.
  • Morgan, H.M., Sui, S. & Malhotra, S. (2021) ‘No place like home: The effect of exporting to the country of origin on the financial performance of immigrant-owned SMEs’, Journal of International Business Studies, 52, 504–524.
  • Mustafa, M.J. & Elliott, C. (2019) ‘The curious case of human resource development in family small to medium sized enterprises’, Human Resource Development Quarterly, 30(3), 281-290.
  • Newman, A., & Sheikh, A. Z. (2014) ‘Determinants of best HR practices in Chinese SMEs.’, Journal of Small Business and Enterprise Development, 21(3), 414–430.
  • Nyamubarwa, W & Chipunza, C. (2019) ‘Debunking the one-size-fits-all approach to human resource management: A review of human resource practices in small and medium-sized enterprise firms’, A review of human resource practices in small and medium-sized enterprise firms. SA Journal of Human Resource Management, 17(0), 1-6.
  • OECD (2017) Key Issues for Digital Transformation in The G20. Available at: https://www.oecd.org/g20/keyissues-for-digital-transformation-in-the-g20.pdf (Accessed: 27th June, 2022).
  • Panayiotopoulos, P. I. (2008) ‘Turkish immigrant entrepreneurs in the European Union: a political-institutional approach’, International Journal of Entrepreneurial Behavior and Research, 14(6), 395-413.
  • Podgorodnichenko, N., Akmal, A. & Edgar, F. (2020) ‘Sustainable HRM: toward addressing diverse employee roles’, Employee Relations: The International Journal, 44(3), 576-608.
  • Potgieter, I.L., & Mokomane, S.E. (2020) ‘Implementation of human resource management functions in selected small manufacturing companies in Ga-Rankuwa industrial area, Gauteng, South Africa. ’, Journal of Human Resource Management, 18(0), 1-11.
  • Psychogios, A., Szamosi, L., Prouska, R., & Brewster, C. (2016) ‘A three-fold framework for understanding HRM practices in South-Eastern European SMEs’, Employee Relations, 38(3), 1–38.
  • Razzak, B.M., Blackburn, R. & Saridakis, G. (2021) ‘Employees’ working life and performance of UK ethnic minority restaurants: a qualitative approach’, Benchmarking: An International Journal, 29(1), 47-67.
  • Reid, R., Morrow, T., Kelly, B. & McCartan, P. (2002) ‘People management in SMEs: An analysis of human resource strategies in family and non-family businesses’, Journal of Small Business and Enterprise Development, 9 (3), 245-259.
  • Sameen, S. (2016) ‘Employee hiring through informal and formal sources of recruitment an implication for job satisfaction and intension to leave’, International Journal of Innovation, Management and Technology, 7(6), 286-291.
  • Sanders, M., Briscese, G., Gallagher, R., Gyani, A., Hanes, S., Kirkman, E. & Owain, S. (2021) ‘Behavioural insight and the labour market: evidence from a pilot study and a large stepped-wedge controlled trial’, Journal of Public Policy, 41, 42–65.
  • Sheehan, M. (2014) ‘Human resource management and performance: Evidence from small and medium-sized firms’, International Small Business Journal, 32(5), pp: 545–570.
  • Stefanidis, A., Banai, M., Schinzel, U. & Erkuş, A. (2021) ‘Ethically questionable negotiation tactics: the differential roles of national, societal and individual cultural values’, Cross Cultural & Strategic Management, 28(30), 626-656.
  • Storey, D.J., Sarikadis, G, Sukanya Sen Gupta, Paul K. Edwards, & Robert A. Blackburn (2010) ‘Linking HR formality with employee job quality: The role of firm and workplace size. Human Resource Management, 49(2), 305–329.
  • Tatoglu, E., Glaister, A.J. & Demirbag, M. (2016) ‘Talent management motives and practices in an emerging market: a comparison between MNEs and local firms’, Journal of World Business, 51(2), 278-293.
  • Tolciu, A. (2011) ‘Migrant entrepreneurs and social capital: A revised perspective’, International Journal of Entrepreneurial Behaviour and Research, 17(4), 409-427.
  • Tzabbar, D., Tzafrir, S. &Baruch, Y. (2017) ‘A bridge over troubled water: Replication, integration and extension of the relationship between HRM practices and organisational performance using moderating meta-analysis’, Human Resource Management Review, 27(2017), 134-148.
  • Ucanok, B. & Karabati, S. (2013) ‘The Effects of Values, Work Centrality, and Organizational Commitment on Organizational Citizenship Behaviors: Evidence from Turkish SMEs,’ Human Resource Development Quarterly, 24(1), 89-129.
  • United Nations (2012) Policy Guidebook for SME Development In Asia And The Pacific. Available at: https:// www.unescap.org/sites/default/d8files/knowledge-products/0%20-%20Full%20Report_7.pdf (Accessed: 4th December, 2021).
  • Wallo, A. & Kock, H. (2018) ‘HR outsourcing in small and medium-sized enterprises: Exploring the role of human resource intermediaries’, Personnel Review, 47(5), 1003-1018.
  • Welbourne, T. M., & Cyr, L. A., (1996) ‘Agency Theory Implications for Strategic Human Resource Management: Effects of CEO Ownership, Administrative HRM, and Incentive Alignment on Firm Performance, Center for Advanced Human Resource Studies, 96(17), 1-31.
Toplam 60 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Konular Göç Sosyolojisi
Bölüm Araştırma Makalesi
Yazarlar

Melis Korkmaz Bu kişi benim 0000-0001-9406-2234

Yayımlanma Tarihi 17 Kasım 2022
Yayımlandığı Sayı Yıl 2022 Cilt: 2 Sayı: 2

Kaynak Göster

APA Korkmaz, M. (2022). HRM Issues and Practices in Small and Medium Size Enterprises (SMEs): Turkish SMEs in North London. İnsan Hareketliliği Uluslararası Dergisi, 2(2), 242-269.