STRATEGIC HUMAN RESOURCE MANAGEMENT AND FIRM PERFORMANCE: WHAT CAN WE LEARN FROM SMALL BUSINESSES?

dc.contributor.author	Allen, Mathew
dc.date.accessioned	2006-05-23T14:10:06Z
dc.date.available	2006-05-23T14:10:06Z
dc.date.issued	2006-05-23T14:10:06Z
dc.description.abstract	This study develops a theory of how human resource management systems contribute to the performance of small businesses. Based on theories from the field of strategic human resource management and small business performance, I argue that high involvement human resource management systems will be positively related to the performance of small businesses above and beyond known drivers of small business performance. A set of moderating variables for this relationship is also presented. I conclude by outlining a set of hypothesis and methods for testing the relationship between human resource management and performance in small businesses.	en_US
dc.format.extent	553956 bytes
dc.format.mimetype	application/pdf
dc.identifier.other	bibid: 6476116
dc.identifier.uri	https://hdl.handle.net/1813/3046
dc.language.iso	en
dc.title	STRATEGIC HUMAN RESOURCE MANAGEMENT AND FIRM PERFORMANCE: WHAT CAN WE LEARN FROM SMALL BUSINESSES?	en_US
dc.type	dissertation or thesis	en_US

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