Best Practice HRD: Exploring the Feasibility of Conventional Models in the Small Firm: the Case of the Irish Hotel Sector

The growth and popularisation of best practice HRD literature has been a key feature of recent international management research. This study explores this concept within the context of the small firm. In particular, the work sought to analyse the feasibility of conventional best practice HRD, theoretically and empirically, within a small hotel environment. Conventional best practice theory advocates that HRD takes place within a structured framework of formal plans and procedures. It explicitly overlooks and ignores informal and tacit means of training, which have proven to be particularly crucial within small hospitality firms. Yet, many small firms are successful and continue to grow and develop with stable workforces. This suggests that it is something more fundamental that constitutes the true nature of best practice rather than the adoption of a formal, structured approach to HRD activity. Despite the burgeoning, prescriptive literature in the field of best practice HRD, the transition to this new organisational scenario is one that has not been well researched within small organisations. The idiosyncrasies of small firms, in particular their preference for operating informally, exert a unique influence on the nature of HRD in these businesses. It is thus the distinctiveness of the small firm and the unique constraints it faces that provided the interpretive context for considering small firm potential for achieving best practice HRD status. Rather than demonstrating a lack of interest in, or concern for, best practice HRD, analysis of the fieldwork data revealed that small firms may in fact be uncomfortable with the formality and structure inherent in much conventional theory. Hence, the researcher suggests that this may be the reason behind why these businesses rarely exhibit behaviour characteristic of best practice HRD in its conventional sense. The study therefore concludes that formality and structure are incidental to the concept of best practice HRD. Rather than a set of identifiable and visible activities, the true nature of best practice HRD may be found deep within the culture of an organisation. In effect, it isn’t what an organisation does, but why it does it that enables a business to achieve best practice status. It is the beliefs that underpin the visible activities that constitute true best practice HRD

Human resource management in small and medium-sized enterprises

This chapter seeks to reclaim the significance of SMEs in studies of HRM as a means to better address and accommodate changing ways of work. We commence the chapter by outlining empirical and ideological reasons for the neglect of SMEs, contrasting this with their socio-economic imprint. We then outline key characteristics and determinants of HRM in the SME context before outlining the need for more contextually sensitive and local definitions, including via the concept of analytical HRM and by disaggregating SMEs. Finally, based on these considerations we outline an agenda for future research and understanding, including the role of institutional logics, HR process, employee perspectives and digitisation

Multidimensionality of HRD in Small Tourism Firms: A Case Study of the Republic of Ireland

This case study explores multiple dimensions of human resource development (HRD) in small tourism firms (STFs) within the Republic of Ireland. Underpinned by the evolutionary resource-based view (ERBV) and institutional logics, this study investigates owner-manager/senior manager and employee perceptions of the internal and external STF context and how such contextual contingencies shape their perceptions and experiences of multiple dimensions of HRD. Our study highlights (a) a dynamic interaction between external institutional logics and internal contextual factors with the owner–manager acting as a key agent in shaping HRD dimensions; (b) actors within STFs are able to reconcile potentially conflicting institutional logics to create a dynamic HRD approach; (c) STFs implement HRD in a coordinated manner imbued with elements of formality and informality, and (d) significant differences exist between owner-manager and employee perceptions of HRD dimensions. We discuss the implications of the findings for both research and practice

Problematizing HRD in SMEs: A “Critical” Exploration of Context, Informality, and Empirical Realities: Problematizing HRD in SMEs: A ‘Critical’ Exploration of Context, Informality and Empirical Realities

Small and medium-sized enterprises (SMEs) represent the backbone of the global economy and therefore are an integral part of the HRD research agenda. The HRD literature has predominantly focused on both large firms and formal practices, and as a consequence HRD in SMEs is considered deficient. In this article, we question these assumptions by invoking Mingers' (2000) " four aspects of being critical " framework. We argue that the current knowledge base is flawed as research has not moved beyond the deficiency model to explore, accommodate, and explain HRD in the SME setting. The role of SME context and informality is insufficiently conceptualized in the literature. We make theoretical and methodological recommendations to advance HRD research

Exploring the impact of authentic assessment on sustainability literacy through reflective and action-oriented tasks: A roundtable podcast

Business schools must engage in fundamental change to retain their legitimacy and position themselves as providers of solutions to urgent economic, social, and environmental crises. To this end, we need pedagogy that enables students to become sustainability literate graduates and thus develop appropriate knowledge, skills, and mind-sets. This roundtable discussion podcast comprises six colleagues engaged in conversation and reflection around a pedagogical initiative designed with the broad aim of enhancing sustainability literacy among business students using innovative digital tools as part of an authentic assessment strategy. The pedagogical approaches we discuss engage students with learning across several different modes and in a ‘deep’ reflective manner (Meyers & Nulty, 2009).  We discuss our use of the UN supported Sulitest platform, specifically our use of the Sulitest quiz tool. The podcast transcript has been annotated through footnotes to direct the listener/reader to further reading on the various topics that emerge in our discussion

Management development in Small and Medium Sized Firms in The Republic of Ireland: An Investigation of Contingency Factors and Management Development Activities

Purpose The development of managerial skills is an important priority for small and medium sized firm globally yet we have few insights about the predictors and types of management development (MD) activities in SMEs. To date studies of MD have not sufficiently differentiated between small and medium sized firms. In this paper we investigate the impact of three sets of predictors (contextual, technology and innovation activities, behavioural and skill) on six dimensions of MD (formal internal development, formal internal with an external expert, formal external development, one-to-one MD activities, budget for MD and experiential focused MD). Design/methodology/approach Survey of 360 SMEs in Ireland involving 401 manager and owner managers in small and medium sized firms. Findings Our findings reveal that firm size is an important predictor of the six dimensions of MD investigated in this study. We also found that in terms of the different categories of predictors dimensions of the SME technological and innovation capacity explained differences between small and medium sized firm such as technologically improved product/service, changes existing products and services and process innovation. We also found the age of the firm, the existence of a clearly articulated business strategy and formal strategic planning approaches were significant. Research / practical / policy implications Overall our findings highlight significant differences between small and medium firms which have important research and policy implications. Management development is a government priority for supporting Irish SMEs. We address a fundamental problem providing insight into predictors of management development activities. Originality/value This is a large survey of SMEs in the Republic of Ireland. The findings have important theoretical and policy implications

SME Manager Skills and Practices Survey (2020)

Survey questions for assessing manager skills and practices in Small to Medium Enterprises under the Improving management development standards in SMEs in Ireland. A project funded by the European Union via the Directorate General for Structural Reform Support (DG REFORM) - No SRSS/C2019/05

Embedding Sustainability Literacy in Business School Curricula through Reflective Pedagogy: An Exploratory Study of Student Reflections of the Sulitest

Purpose Sustainability has emerged as a megatrend affecting all aspects of management practice. SDG 4.7 has mandated business schools to provide education for responsible leadership and to integrate sustainability principles in their curricula. Faculty are challenged to mainstream sustainability through engaging pedagogy that inspires and offers concrete tools. Yet, pedagogy has been viewed as a key challenge to embedding sustainability in management education. Design / Methodology / Approach We highlight the role of reflection in promoting the enhancement of sustainability literacy in business school curricula, supporting our proposition that management education for sustainability must have a reflective dimension that engages students in deeper learning. In addition to exploring theoretical perspectives on sustainability literacy development through reflection, we draw on empirical evidence provided from a study of 300+ student reflective assignments, based on their experiences of the UN Sulitest, using the DIEP (describe, interpret, evaluate, plan) framework. Findings A thematic analysis of reflective assignments suggest that students engaged in thoughtful reflection that was transformative in nature, broadening their knowledge, questioning their mindsets and fostering change agency. Typical knowledge domains highlighted include: the circular economy, child labour, pollution, equality and clean energy. Students expressed emotions of shock, anger and surprise about the role of human affluence in unsustainable futures. Research Limitations Although our analysis paints a story limited to reflection coupled to just one learning experience, namely the UN Sulitest, future pedagogical initiatives might expand to additional tools for promoting sustainability literacy. Whilst it is meant to illustrate how elements of a sustainability literacy are developed, no data was collected to systematically evaluate transformational impact. We recommend further research to evaluate future transformation. Originality / Value Our findings contribute to the practical application of reflective pedagogy in promoting the enhancement of sustainability literacy and to a conceptualisation of the role that reflection plays in the pursuit of transformation. Moreover, it provides corroborating evidence to principles of deep learning for sustainability based on the SDG framework, emotional stimuli, advocacy and action

Leading the Way: Investing in Management Development for SME Productivity and Growth: Report by the Expert Group on Future Skills Needs

The vision set out for this project is to support and enable a fresh approach to growth for SMEs in Ireland where management development is a key strategic priority for SMEs to drive productivity, sustainability, competitiveness and growth, and prepare for the future of work. This research, carried out between October 2019 and March 2020, identifies 7 key findings outlined in the report