[We’re pleased to welcome authors Dr. Alex Bryson of the University College London and Dr. Michael White Emeritus Fellow at Universty of Westminster. They recently published an article in the ILR Review entitled “HRM and small-firm employee motivation – before and after the Great Recession,” which is currently free to read for a limited time. Below, Dr. Bryson reflects on the inspiration for conducting this research:]
Controversy surrounds the role of high-performance, or high-involvement, management practices in small firms. Many believe these practices only ‘deliver’ in larger firms. So we wanted to see whether this was the case by looking at links between the intensity of what we term ‘human resource management practices’ and job attitudes among employees in small firms.
Were there any specific external events—political, social, or economic—that influenced your decision to pursue this research?
The additional motivation was to establish whether hypothesised links between HRM in small firms and employee job attitudes would differ pre- and post-recession, as some have suggested. So we produce estimates pre- and post-recession.
What has been the most challenging aspect of conducting your research? Were there any surprising findings?
The most challenging aspect was replicating similar data sets for 2004 and 2011 given changes in the design of the survey we were using. The surprising result is that findings generally replicate those for larger firms.
In what ways is your research innovative, and how do you think it will impact the field?
It is innovative because nobody has examined the links between HRM intensity and job attitudes among employees in small firms using large-scale linked employer-employee data.
What advice would you give to new scholars and incoming researchers in this particular field of study?
Think hard about motivating your analyses based on sound theory and then search or construct good empirical data to test your hypotheses.