The Human Resources Role on Employee Development and Retention for Small Medium Enterprises
Dichotomous administrations challenge the decision-making process in human resource management affairs whether it is worth delegating to a separate human resource department to handle exclusively direct oversight of employees when it comes to small medium enterprise businesses. Added value to their management scope augments into resolving individual work issues and the capability to handle evaluations on a periodical basis on competence skill strengths and relative to a limited number of employees handled dependent on company size. These come to surface into question how extensive and intensive human resource management should be to warrant whether the guidance and oversight functions are necessary to reckon with relative to company size and financial performance on small medium enterprises(Grigori, 2008,p.1).
The relevance and importance small-medium enterprises entail thrust as the critical building block in economic development. Studies show these enterprises absorb the majority among dislocated workers up to 63 percent into reemployment. Small medium enterprises have elicited a phenomenon to dominate the economic frontiers in a global scale according to individual country studies. Statistically based on this percentage extent implies the high probability for small medium enterprises to survive underlies the employee value approach emphasized to retain small firm survivability by higher margins compared to large firms as this type of enterprise employs and who struggle for that same cause. Likewise indicators imply the dominion comprising small medium enterprises attribute to have spurred overall economic development on a consistent basis. Therefore these supporting body of information infers the implication that the strength of small medium enterprises draw on valuing the employee as a company asset while a grey areas still persists on the investigation in defining human resource management role and governance scope on small medium enterprises and whether how they impact on company performance within this limited scale contrast to larger and high structured corporate firms (Grigore, 2008,p.1).
Features between human resource practices between large firms and small-medium enterprises with regards to high performance work system practices and other corporate ideologies will be examined and how the comparison between these two avenues impacts how human resource management role is determined and applied and employing best practices whether fit to this a limited operational scale.
Employing High Performance Work Systems:Grigore (2008) indicated corporate interdependencies among positions heighten synchronizations that determine corporate success in all hierarchies. The performance and achievement levels by a single or multiple positions contingently effectuates and reflects the performance level of the subsequent kin position upon meeting on a daily basis various tasks required. Therefore without keen attention to meeting logistic requirements with efficiency and quality and the increasing time factor to accomplish tasks assigned to a position result to a problem. This is so since untimely setbacks the higher ranks determine assume either an issue is foregoing or may root to chronic negative circumstances. Centralized policies in corporations add pressure at a substantial degree guiding accordingly appropriate courses of action and are sensitive with respect to performance and policy adherence levels team member and managers are responsible for. Large firms exercise a high degree of responsibility and standards weighing over performance, expectations and efficiency counts that theoretically ensure firm success. Prompt communications stay vital through the email system or through open and closed forums whenever determined appropriate at the proper place and time in large firms when issues surface and the impact extent may generate in a daily operation. Conversely policy structures in small business enterprises are in degree not as highly structured compared to large firms and adherence to policy structure have leeway margins and accommodate wider margins for policy forums and subject to policy adjustment negotiations facilitate as oppose to smaller margins in larger firms, as this holds true as well on performance and logistic issues. Similarly human resources personnel benefit from this disposition by imposing discipline into specific rules with tolerance levels, document case studies and subject limits to employee action and performance levels to retain corporate governance integrity, fair employee practices and fair treatment to employees. Studies show that high adherence to intrinsic policy blueprints written part of the employer-employee agreement with reasonable less legal implications reduce default risks and the associated costs the employee commits (Grigore, p.3). Also inherent factors mitigate the risks if due attention based on determinant factors is given during the hiring process to screen the person-position fit and ensure integrity as this is not highly exercised into strict discipline in small medium enterprises. Benchmark factors serve best like, selective employment, decision-making decentralization inducing lesser impact consequences from the decision-making process, employee safety, facilitating open communication channels and compensation relating to performance (Grigore, 2008, pp.4-5).
Employee Training, Motivation and Retention: Most studies show that the employee motivation relies on comparative risks higher on small-medium firms than large firms attribute to the financial stability aspect. Large firms employ high acceptable standards than levels small firms ensure on working conditions, the costs associated to risks responsible by the employee. The superior human capital, technology and resource disposal to perform the task appropriately given a reasonable time frame also play influential roles that affect to a substantial degree conducive to employee retention. Company survival as a higher risk in small-medium enterprises over other factors rank top attributes to retaining human talent. While this factor does not affect human resources in terms of company financial performance effectuate in the long run impact general operations on a substantial degree and by trenches on the onset stage without a fit talent availability and the degree of impact the position relevant generates on the general operations affect mutually in terms of financial loss and return of investment factors. Human resources may cater prospective solutions critical to employee retention given conditionally career opportunities available and for personal growth, proper and centralized training customized for senior managers and positions with functions critical to company operations. Preventive measures should include in training programs to facilitate understanding on criticalness of uniformity for a corporate governance edge and role importance on employees to the extent they are held individually valuable and contrast their assumed loss could impact the company to a stretch. That way motivation can spur among employees to realize their respective uniqueness to a company and motivates to prolong loyalty and reduce turnover risks.
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