MANAGING HUMAN RESOURCES IN SMES AND START-UPS

Human resources are the most important and costliest assets in businesses of any nature and size, no matter where they are based in the world. Talent management is a key managerial function in MNCs and other organisations with a global presence, but its importance in small businesses and start-ups cannot be overlooked.

At its most basic level, managing people in small businesses encompasses compliance with the applicable labour laws, hiring, and creating a channel for dealing with employee issues. The price of not having the right employees in a small business can be extremely high. Workers who are inefficient or in the wrong role can have critical consequences on the sustainability of a small business. While most entrepreneurs focus on marketing, finance, operations, and customers in their initial stages, this means that they at times fail to establish and address their HR function and the associated challenges that, if overcome, may help the organisation to meet all of its targets. This book aims to highlight these HR challenges and shed new light on how to answer them.

Contents:

• Management of Human Resources in SMEs and Start-ups: Introduction (Léo-Paul Dana and Naman Sharma)
• Different Water and in a Smaller Bottle: Understanding Motivations and Differences in Human Resources Management Needs of Small Firms — Common Systems to Unique Requirements (Mehmet Çetin)
• A Global Review of the Impact of Human Resource Management Practices on SMEs and Start-ups (Neerja Aswale and Rahul Waghmare)
• What Makes Small Businesses Better? Innovation, Innovative Work Climate, Readiness for Change and Entrepreneurial Leadership (Meltem Akca, İhsan Akca and Ferruh Tuzcuoğlu)
• Boosting Human Resources Innovation in SMEs Through Crowdsourcing (Roohallah Noori and Dariush Jahanishargh)
• Team Performance and the Development of Iranian Digital Start-ups: The Mediating Role of Employee Voice (Elahe Hosseini, Mehdi Tajpour, Aidin Salamzadeh and Ali Ahmadi)
• Key Variables in Team Dynamics in Small Businesses and Start-ups (Kumar Shalender)
• The COVID-19 Pandemic Overlaps Entrepreneurial Activities and Triggered New Challenges: A Review Study (Erum Shaikh, Muhammad Nawaz Tunio, Wali Muhammad Khoso, Mohsen Brahmi and Shahid Rasool)
• Relationship Between Personality, Leadership Styles, and Work Environment: A Study of Micro, Small and Medium Enterprises (MSMEs) (Priyanka Sharma, Sandeep Singh and Rajni Bala)
• Social Capital as a Tool for Managing Human Resources in Agile Entrepreneurial Organisations (Yamini Chandra)
• An Influence of Artificial Intelligence on Jobs and HRM in Small Manufacturing Units (Ashwini Sonawane, Atul Loomba and Johana Paluchova)
• Towards a Framework for Higher Education Curriculum for Small Family Business (David Devins and Brian Jones)
• Using Influencers as Sales Professionals: A Strategy for SMEs & Start-ups (Megha Sharma and Vinod Kumar Singh)
• 'PREFACE' Leadership in Times of Crises: Evidence from Indian SME Sector (Ekta Sinha)
• How 'Big' Can Big Data Analytics Be in SMEs: Influence on Rational Decision Making and Organisational Performance (Nidhi S Natrajan, Rinku Sanjeev and Mitu G Matta)
• Effective HR Practices in Family Business in Technology Disruption Era (Senthil Kumar Arumugam and Aarti Mehta Sharma)

Readership: Academic researchers across the globe studying Entrepreneurship, especially in the context of SMEs and Startups; can be adopted in postgraduate courses as many new programmes on entrepreneurship and startups are being established that require students to undertake an in-depth study of the field.

Key Features:

• This unique book focuses on the HR challenges facing small businesses and startups and examines in-depth original case studies, quantitative studies and qualitative research from a wide array of sectors (both traditional and future technology-driven) that highlight how small businesses and startups organize their people management
• The book aims to offer new insights on how small business owners and budding entrepreneurs should pursue a healthy workplace human resource strategy to ensure that they meet their long term goals and growth targets