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dc.contributor.authorAllen, Mathew
dc.date.accessioned2006-05-23T14:10:06Z
dc.date.available2006-05-23T14:10:06Z
dc.date.issued2006-05-23T14:10:06Z
dc.identifier.otherbibid: 6476116
dc.identifier.urihttps://hdl.handle.net/1813/3046
dc.description.abstractThis 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.extent553956 bytes
dc.format.mimetypeapplication/pdf
dc.language.isoen
dc.titleSTRATEGIC HUMAN RESOURCE MANAGEMENT AND FIRM PERFORMANCE: WHAT CAN WE LEARN FROM SMALL BUSINESSES?en_US
dc.typedissertation or thesisen_US


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