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Control and Commitment HRM Systems in SME Family Firms: A Qualitative Study of Hybrid Forms

Control and Commitment HRM Systems in SME Family Firms: A Qualitative Study of Hybrid Forms
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Author(s): Daniela Gauci Borda (School of Management, University of Bath, UK), Nina Katrin Hansen (Chemnitz University of Technology, Germany) and Julie Gore (School of Management, University of Bath, UK)
Copyright: 2021
Pages: 25
Source title: Designing and Implementing HR Management Systems in Family Businesses
Source Author(s)/Editor(s): Luca Gnan (University of Rome "Tor Vergata", Italy) and Giulia Flamini (University of Rome "Tor Vergata", Italy)
DOI: 10.4018/978-1-7998-4814-1.ch002

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Abstract

Strategic HRM research in small and medium-sized enterprise (SME) family businesses still remains in its infancy. This chapter reports one of the first exploratory qualitative empirical studies in this field. Thirteen semi-structured interviews with managers and directors from SME family firms in Malta were completed. The empirical findings show that there is a variety in the implementation of different combinations of HRM practices on the spectrum between control and commitment HRM. Adapting a strategic HRM framework resulted in identify the potential of two new hybrid systems: the “selective” control and the “informal” commitment HRM systems. The findings shed light on the importance of context in implementing an effective HRM system. Furthermore, the authors derive relevant practical implications including the identification of key areas for potential improvement of HRM systems adopted by SME family businesses.

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