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Strategic Human Resource Staffing and Organization Research: Are they One-Size-Fits-All Endeavors?

Building Methodological Bridges

ISBN: 978-1-78052-026-1, eISBN: 978-1-78052-027-8

Publication date: 8 June 2011

Abstract

Purpose – We show that, although most private employer establishments are small, much reported research (and subsequent suggestions for practice) in management comes from large firms. In turn, we wanted to explore if organizational knowledge gained from studying one or more large firms is necessarily applicable to numerous smaller firms.

Design/methodology/approach – We computed firm size in the United States using existing databases, and we then considered published literature in human resources and strategy to see if the large sample results logically applied to smaller firms.

Findings – At the job-analytic level, it is suggested that jobs might be defined differently and more broadly in smaller establishments than in large organizations. Also, the feasibility of best corporate strategies may be moderated by the size of the firm. In addition, we noted that the underlying model of selection utility in human resource management (HRM), and several factors in its numerical estimation, might need to be modified as a function of firm size.

Originality/value – We hope that this chapter inspires HRM and strategy researchers by helping to focus future evidence-based efforts, creating new initiatives, and providing results that are useful (or scalable) to the large number of small, private-sector U.S. firms.

Keywords

Citation

Bobko, P. and Potosky, D. (2011), "Strategic Human Resource Staffing and Organization Research: Are they One-Size-Fits-All Endeavors?", Bergh, D.D. and Ketchen, D.J. (Ed.) Building Methodological Bridges (Research Methodology in Strategy and Management, Vol. 6), Emerald Group Publishing Limited, Leeds, pp. 69-87. https://doi.org/10.1108/S1479-8387(2011)0000006011

Publisher

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Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited