The management of inventories and inventory management system in a small retail enterprise

The study deals with inventory management and inventory management systems in small retail enterprises. The primary aim of this research was to find out issues regarding inventory management and inventory management systems in the small retail business at Evergreen Dairy and Spices. In New Zealand, 97 percent of businesses are small to medium enterprises, and SMEs play an important role in the economy of New Zealand. Inventory management has a tremendous influence on small retail businesses. Data for this research was collected from small retail shops which mainly deal with grocery products. All primary data were gathered using qualitative methods by conducting semi-structured interviews. From analysing the collected data I found many loopholes in the organisation's inventory management system. The evidence shows that the organisation did not use a proven scientific method to manage inventory in the store. The data gathered points to this business facing issues related to turnover of inventory. Based on the findings, suitable suggestions are made for the organisation to improve inventory management and stock control in the business. The suggestions may not apply to all small retail enterprises

The emerging role of inventory management in small restaurants: Developing an effective inventory management system for a small pizza shop

The inventory management system is foremost in each association; particularly such associations who supply goods in advance for trade to consumers. This study project is determined on the place of work of the researcher, “Poppas Pizza.” The study is limited to learning the inventory management system of “Poppas Pizza”, classifying the limitations of the inventory system of the shop, and recommending solutions to progress the inventory management system of the shop. The entire research is dependent on the qualitative technique involving the personal observations of the researcher and, furthermore, with carrying out discussions with the shop director to identify information about these weaknesses. The study found weaknesses of the shop through learning the present inventory management system of the shop, and suggestions has been completed to progress the technique. The suggestions were completed through the previous studies and from the interviews

The impact of quality management systems on the efficiency of current assets management in small commercial enterprises

Purpose: Financial security and high profits are the basic goals set by the owners and managers running an enterprise. To achieve them, management tools and systems should be introduced to improve the efficiency of resource management that the company has. By optimizing the level of current assets one can reduce costs, which has a positive effect on the company profits and the level of financial liquidity. Therefore, improving the efficiency of wealth management is an important element of business management. The purpose of the article is to show how standardized quality management systems affect the efficiency of managing current assets and their basic components Design/Methodology/Approach: The analysis was carried out on a group of 159 trade companies. The research period covered the years 2015-2017.The enterprises surveyed were divided into those that implemented quality management systems (52 enterprises) and those that do not use this type of solutions (107 enterprises).Then, analyzes were made and the results obtained by the associated enterprises in individual groups were compared. The analysis of financial indicators and basic statistical methods (average, median) were used as the basic research tools. Findings: The introduction of quality management systems is designed to improve the efficiency of business management, also has the large impact on costs. The decrease in costs reduces the price of products and goods sold. Practical Implications: The results demonstrate that quality management systems have the significant impact on the price, which is the most important criterion for buying goods or services Originality/Value: Analysis showed that enterprises which use quality management systems manage their assets more efficiently compared to enterprises that do not use quality management systemspeer-reviewe

Peculiar human resource management practices?

This article explores the alleged peculiarities of human resource management practices in very small developing states. A number of theoretical and ideo-typical features are culled from a literature review and are subsequently confronted with the empirical reality of human resource practices at Southern Bliss Hotel, a large, four-star tourist complex in Malta, the Mediterranean microstate. It is suggested that there are idiosyncrasies to management issues in small size and small scale territories which call for recognition on their own terms. Some implications of these observations for hotel human resource management are explored.peer-reviewe

Risk management implementation in small and medium enterprises in the UK construction industry

Purpose – The competition and challenges facing construction firms during the recent recession have brought risk management (RM) to the fore in people’s minds. Examination of the difficulties of implementing RM in small and medium enterprises (SMEs) in the UK construction industry has been relatively untouched. The paper aims to discuss these issues. Design/methodology/approach – As part of on-going research to facilitate RM processing aimed at improving the competitiveness of SMEs, the difficulties in RM implementation were identified through a literature review of RM implementation in SMEs. Postal questionnaire were sent to SMEs who have experience of construction management. Findings – Of the 153 of SMEs responding, most highlighted that the main difficulty experienced is how to scale RM process to meet their requirements. None of the available standards explain the fundamental principle of applying RM to the situations that SMEs find themselves in. This difficulty is further exacerbated by a lack of management skills and knowledge in the adoption of RM tools or techniques to identify and analyse the business’ risks. Originality/value – The identified difficulties can be considered to develop a process to facilitate RM process within SMEs. </jats:sec

Research Report On Phase 3 of the Cornell University/Gevity Institute Study – Employee Outcomes: Human Resource Management Practices and Firm Performance In Small Businesses

[Excerpt] Improving company performance is something of interest to all small business leaders. Small business leaders have many tools at their disposal — from finance to marketing to customer service — that could potentially improve the performance of their company. Among these tools is the way that small business leaders manage their people. As has been mentioned in previous reports, research has shown that people management does indeed impact company performance, even at the financial level. Studies show increases in value per employee of up to $40,000 and survival rates for IPO firms as much as 20% higher for companies that effectively manage their human resources. The Cornell University/Gevity Institute study of human resource management practices in small businesses is attempting to answer two important questions faced by small business leaders: 1. Do people contribute to the success of small businesses? 2. What human resource management strategies and practices can small business leaders employ to foster firm success? In phase two of the study, we found that employee management practices help small employers improve workforce alignment, which was defined as having the right people with the right skills in the right jobs. Firms with high levels of workforce alignment experience higher performance than firms with lower levels of workforce alignment. Building on these findings, the third phase of the study addresses the positive employee outcomes that can result from effective people management and seeks to understand which employee outcomes or behaviors tend to lead to different types of performance outcomes important to small business leaders. The results for this study were taken from a sample of 111 small companies where responses were received from both the top manager as well as the employees. Companies ranged in size from 10 to 165 employees with an average size of approximately 30 employees representing a broad range of industries. The results of the study will be presented as follows: First, we briefly discuss what is known about how human resource management impacts performance through employees. Second, we discuss the performance outcomes, and employee outcomes and behaviors that were studied as well as the specific employee behaviors and outcomes that seem to drive the different kinds of performance. Finally, we present some key takeaways from the results of this study

Employee Outcomes: Human Resource Management Practices and Firm Performance in Small Businesses

[Abstract] Improving company performance is something of interest to all small business leaders. Small business leaders have many tools at their disposal — from finance to marketing to customer service — that could potentially improve the performance of their company. Among these tools is the way that small business leaders manage their people. As has been mentioned in previous reports, research has shown that people management does indeed impact company performance, even at the financial level. Studies show increases in value per employee of up to $40,000 and survival rates for IPO firms as much as 20% higher for companies that effectively manage their human resources. The Cornell University/Gevity Institute study of human resource management practices in small businesses is attempting to answer two important questions faced by small business leaders: 1. Do people contribute to the success of small businesses? 2. What human resource management strategies and practices can small business leaders employ to foster firm success? In phase two of the study, we found that employee management practices help small employers improve workforce alignment, which was defined as having the right people with the right skills in the right jobs. Firms with high levels of workforce alignment experience higher performance than firms with lower levels of workforce alignment. Building on these findings, the third phase of the study addresses the positive employee outcomes that can result from effective people management and seeks to understand which employee outcomes or behaviors tend to lead to different types of performance outcomes important to small business leaders. The results for this study were taken from a sample of 111 small companies where responses were received from both the top manager as well as the employees. Companies ranged in size from 10 to 165 employees with an average size of approximately 30 employees representing a broad range of industries. The results of the study will be presented as follows: First, we briefly discuss what is known about how human resource management impacts performance through employees. Second, we discuss the performance outcomes, and employee outcomes and behaviors that were studied as well as the specific employee behaviors and outcomes that seem to drive the different kinds of performance. Finally, we present some key takeaways from the results of this study

A Qualitative Investigation of the Human Resource Management Practices in Small Businesses

This report provides a summary of our findings from the first phase of our study on human resource practices in small businesses based on qualitative interviews with top managers and owners of small businesses. Below we include a brief description of the sample and an explanation of the hurdle that we experienced when using the terms human resource management practices. On the following pages, we report the main findings of the qualitative phase of our study. The findings are organized into three main sections around the areas of management philosophies, employee management practices, and key employee outcomes that link management practices to firm performance. The overall findings from this first report are summarized in a research model depicted in Figure 1. Funding for this research was provided by the Center for Advanced Human Resource Studies at Cornell University and Gevity, is a provider of comprehensive human capital management solutions to small and medium-sized businesses

A Qualitative Investigation of the Human Resources Management Practices in Small Businesses

This report provides a summary of our findings from the first phase of our study on human resource practices in small businesses based on qualitative interviews with top managers and owners of small businesses. Below we include a brief description of the sample and an explanation of the hurdle that we experienced when using the terms human resource management practices. On the following pages, we report the main findings of the qualitative phase of our study. The findings are organized into three main sections around the areas of management philosophies, employee management practices, and key employee outcomes that link management practices to firm performance. The overall findings from this first report are summarized in a research model depicted in Figure 1. Funding for this research was provided by the Center for Advanced Human Resource Studies at Cornell University and Gevity, is a provider of comprehensive human capital management solutions to small and medium-sized businesses