A Research on the Impacts of Core Employees on the Performances of SME’s

DOI: 10.4236/sm.2014.43021, PP. 213-220

Keywords: Core Employees, Organizational Performance, SME’s, Resource-Based View

Full-Text   Cite this paper   Add to My Lib

Abstract:

This study includes a research on the impacts of core employees on the perceived performances of Small and Medium Sized Enterprises (SME’s). Employees, who are working at manufacturing department or basic function, were taken as core employees in the frame of the research. This research was conducted at the Middle and Eastern Black Sea region of Turkey; at 60 SME’s. The research was realised on the bases of the resource-based view of the firm; the relation between the characteristics of core employees as rareness, hardness to imitation and the perceived performances of SME’s were given. This study contributes to the literature for its regional focus to the topic and for the presentation of how SME’s perceive organizational performance as dimensional context. The results of the research didn’t support the hypothesis which claims that there is a positive relationship between the expertises of core employees, whose superior characteristics are specific to firms and the organizational performance.

References

[1]	Bae, J., & Lawler, J. J. (2000). Organizational and HRM Strategies in Korea: Impact on Firm Performance in an Emerging Economy. Academy of Management Journal, 43, 502-517. http://dx.doi.org/10.2307/1556407
[2]	Barney, J. B. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17, 99-120. http://dx.doi.org/10.1177/014920639101700108
[3]	Barney, J. B. (1995). Looking inside for Competitive Advantage. Academy of Management Executive, 9, 49-61.
[4]	Barney, J. B., & Wright, P. M. (1997). On Becoming a Strategic Partner: The Role of Human Resources in Gaining Competitive Advantage. Human Resource Management, 37, 31-46. http://dx.doi.org/10.1002/(SICI)1099-050X(199821)37:1<31::AID-HRM4>3.0.CO;2-W
[5]	Barney, J. B. (2001). Is Resource-Based View a Useful Perspective for Strategic Management Research? Yes. Academy of Management Review, 26, 41-55.
[6]	Carmeli, A., & Schaubroeck, J. (2005). How Leveraging Human Resource Capital with Its Competitive Distinctiveness Enhances The Performance of Commercial and Public Organizations. Human Resource Management, 44, 391-412. http://dx.doi.org/10.1002/hrm.20081
[7]	Delaney, J. T., & Huselid, M. A. (1996). The Impact of Human Resource Management Practices on Perceptions of Organizational Performance. Academy of Management Journal, 39, 949-969. http://dx.doi.org/10.2307/256718
[8]	Harel, G. H., & Tzafrir, S. (1999). The Effect of Human Resource Management Practices on the Perceptions of Organizational and Market Performance of the Firm. Human Resource Management, 38, 185-200. http://dx.doi.org/10.1002/(SICI)1099-050X(199923)38:3<185::AID-HRM2>3.0.CO;2-Y
[9]	Hester, L. J. (2005). The Impact of Strategic Human Resource Management on Organizational Performance: A Perspective of the Resource-Based View of the Firm. Ph.D. Thesis, Fort Lauderdale, FL: Nova South-Eastern University.
[10]	Lado, A. A., & Wilson, M. C. (1994). Human Resource Systems and Sustained Competitive Advantage: A CompetencyBased Perspective. Academy of Management Review, 19, 699-727.
[11]	Liqun, W. (2004). An Examination of Strategic Human Resource Management and Firm Performance in Chine. Ph.D. Thesis, Honk Kong: Chinese University of Hong Kong.
[12]	Lopez-Cabrales, A., Valle, R., & Herrero, I. (2006). The Contribution of Core Employees to Organizational Capabilities and Efficiency. Human Resource Management, 45, 81-109. http://dx.doi.org/10.1002/hrm.20094
[13]	Prahalad, C. K., & Hamel, G. (1990). The Core Competence of the Corporation. Harvard Business Review, May-June.
[14]	Skaggs, B. C., & Youndt, M. (2004). Strategic Positioning, Human Capital, and Performance in Service Organizations: A Customer Interaction Approach. Strategic Management Journal, 25, 85-99. http://dx.doi.org/10.1002/smj.365
[15]	Takeuchi, R. (2003). How Do We Get From There to Here? Understanding the Black Box in Strategic HRM Research Resource-Based and Social Exchange Perspectives. Ph.D. Thesis, College Park, MD: The University of Maryland.
[16]	Wan, O., Ong, C. H., & Kok, V. (2002). Strategic Human Resource Management and Organizational Performance in Singapore. Compensation Benefits, 34, 33-42. http://dx.doi.org/10.1177/0886368702034004006
[17]	Wright, P. M., & McMahan, G. C. (1992). Theoretical Perspectives of Strategic Human Resource Management. Journal of Management, 18, 295-320. http://dx.doi.org/10.1177/014920639201800205
[18]	Wright, P. M., Smart, D. L., & McMahan, G. C. (1995). Matches between Human Resources and Strategy among NCAA Basketball Teams. Academy of Management Journal, 38, 1052-1074. http://dx.doi.org/10.2307/256620
[19]	Youndt, M. A., Snell, S. A., Dean Jr., J. W., & Lepak, D. P. (1996). Human Resource Management, Manufacturing Strategy, and Firm Performance. Academy of Management Journal, 39, 836-866. http://dx.doi.org/10.2307/256714
[20]	Youndt, M. A. (1998). Human Resource Management Systems, Intellectual Capital and Organizational Performance. Ph.D. Thesis, University Park, PA: The Pennsylvania State University.

Full-Text