High performance management practices in owner-managed SMEs

Objectives: While there is extensive management and academic literature on the topic area of high performance management practices (HPPs) internationally, research on HPPs in the Australian context is limited. Furthermore, research on HPPs has focused predominantly on large organisations and is largely a new direction for research in SMEs. This study attempts to fill some of the gaps in existing studies by considering a wide range of HPPs in Australian SMEs, with particular focus on owner managed SMEs. The objective of this paper is to examine the extent and nature of HPPs in owner managed Australian SMEs and the impact of certain organisational characteristics on these practices. The research questions under examination include: What is the prevalence of HPPs in owner managed Australian SMEs?; and what is the impact of firm size, the presence of a HR manager, and the existence of a strategic plan on HPPs in SMEs? Prior work: Undertaking this research is justified on the basis of: there is a gap in the theory relating to HPPs in SMEs and in particular owner managed SMEs, owing to the fact that most studies on HPPs are based in large organisations; globalisation and the pace of economic change are forces that are driving the need for greater understanding of HPPs (Burke 2002); and there are high expectations for growth and performance of SMEs in the economic growth and development plans for the Asia Pacific and Australian region (Asia Pacific Economic Cooperation 2002). Approach: A survey questionnaire was sent out to 4000 Australian small and medium-sized enterprises (35% response rate). A Dun and Bradstreet database was used and a stratified sample employed. A chi-square analysis was employed to determine whether there were significant differences in relation to high performance practices in small vs. medium organisations, SMEs with and without a HR manager; and organisations with and without a strategic plan. Results: The results of this study indicate that the overall picture regarding the incidence of high performance practices in Australian owner managed SMEs looks quite bleak. Significant positive relationships were found between demographic variables and HPPs in SMEs. Implications: Large firm solutions may not be appropriate. A more balanced approach to prescribing and researching management solutions in SMEs is needed; an approach with a greater emphasis on the SME sector. Value: This paper will provide an improved understanding of HPPs in Australian SMEs which will help the sector to better meet performance expectations

Project alliancing at National Museum of Australia: Collaborative process

Project alliancing is a new alternative to traditional project delivery systems, especially in the commercial building sector. The Collaborative Process is a theoretical model of people and systems characteristics that are required to reduce the adversarial nature of most construction projects. Although developed separately, both are responses to the same pressures. Project alliancing was just used successfully to complete the National Museum of Australia. This project was analyzed as a case study to determine the extent to which it could be classified as a “collaborative project”. Five key elements of The Collaborative Process were reviewed and numerous examples from the management of this project were cited that support the theoretical recommendations of this model. In the case of this project, significant added value was delivered to the client and many innovations resulted from the collective work of the parties to the contract. It was concluded that project alliances for commercial buildings offer many advantages over traditional project delivery systems, which are related to increasing the levels of collaboration among a project management team

OECD reviews of higher education in regional and city development, State of Victoria, Australia

With more than 5.3 million inhabitants Victoria is the second most populous state in Australia. Once a manufacturing economy, Victoria is now transforming itself into a service and innovation-based economy. Currently, the largest sectors are education services and tourism. In terms of social structure, Victoria is characterised by a large migrant population, 24% of population were born overseas and 44% were either born overseas or have a parent who was born overseas. About 70% of the population resides in Melbourne. Victoria faces a number of challenges, ranging from an ageing population and skills shortages to drought and climate change and increased risk of natural disasters. Rapid population growth, 2% annually, has implications for service delivery and uneven development as well as regional disparities. There are barriers to connectivity in terms of transport and infrastructure, and a high degree of inter-institutional competition in tertiary education sector. The business structure in Victoria includes some highly innovative activities such as in biotechnology, but other sectors, especially those with high number of small and medium-sized enterprises, are lagging behind. Most of the larger manufacturing enterprises are externally controlled and there is uncertainty over the long term investments they will make in the state, as well as the place of Victoria in the global production networks

Time, Place, Space, Technology and Corporate Real Estate Strategy

Few corporations take a strategic approach to managing real estate. This survey finds that corporate real estate managers and service providers in Australia, Hong Kong, the United Kingdom and the United States continue to fulfill a traditional transactional role within their organizations. Real estate is not cooperating with other parts of the organization to provide their companies with flexibility that could increase competitiveness. While the use of technology is growing, real estate managers remain uncertain about its role in their future. Corporate real estate managers believe that to be effective in the future they will need strategic planning skills and business knowledge.

Integrating diversity management initiatives with strategic human resource management

Managing diversity is usually viewed in broad conceptual terms as recognising and valuing differences among people; it is directed towards achieving organisational outcomes and reflects management practices adopted to improve the effectiveness of people management in organisations (Kramar 2001; Erwee, Palamara & Maguire 2000). The purpose of the chapter is to examine the debate on how diversity management initiatives can be integrated with strategic human resource management (SHRM), and how SHRM is linked to organisational strategy. Part of this debate considers to what extent processes associated with managing diversity are an integral part of the strategic vision of management. However, there is no consensus on how a corporate strategic plan influences or is influenced by SHRM, and how the latter integrates diversity management as a key component. The first section of the chapter addresses the controversy about organisations as linear, steady state entities or as dynamic, complex and fluid entities. This controversy fuels debate in the subsequent sections about the impact that such paradigms have on approaches to SHRM. The discussion on SHRM in this chapter will explore its links to corporate strategy as well as to diversity management. Subsequent sections propose that managing diversity should address sensitive topics such as gender, race and ethnicity. Finally, attention is given to whether an integrative approach to SHRM can be achieved and how to overcome the obstacles to making this a reality