Mills and Snow 's strategic types and small busine

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Mills and Snow's strategic types and small business human resource management strategy

modern economy, both developed and developing countries, small enterprises are the most dynamic economic types, the role in the national economy more and more prominent. According to statistics, China's registered SMEs business accounted for 99% of the total number of registered enterprises. SMEs in total industrial output value, sales income and profits accounted for 60% of the total, 57% and 40%; SMEs provided about 75% of urban employment opportunities. Total exports in recent years, 60% are SME's. In the 90 years since the rapid economic growth, industrial added value of 76.7% from SMEs.

China 2003 issued the Small industrial enterprises in which the number of workers with less than 300, the following sales of 30 million yuan, total assets of 40 million yuan less; small retail businesses with less than 100 employees, sales of 10 million yuan less.

characteristics of small enterprises can be attributed to three aspects: First, the market share is relatively small; Second, the owner of its owner or partner of the management of informal management company; Third, the independent company, not attached to any large company. It is these characteristics, which make small business depends on the further development of human resources management, including management strategy, including the scientific and applied technology. This article from the theory of Mills and Snow's strategic point of view, through case studies, explore different types of small business strategy for human resource management strategies.

a small business human resource management literature review

company's diversity can be reflected in five areas: goals and strategies, scale, technology, corporate culture and business environment. Previous studies, mainly in the enterprise scale, business forms, business life cycle, companies and other forms of human resource management and the relationship between strategy selection.

firm size and human resource management. Kotey and Slade human resources according to business size of each plate were analyzed, from the recruitment section of view, However, significantly higher than small and medium companies pay more attention to micro-examine the application form for interviews, and more emphasis on alternative personnel background and work experience training, training methods, and other training methods, along with the increase in large-scale change .
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Barczyk, Husain and the Perspective of Green will focus on small companies less than 10 employers to study the actual investment on human resources management of time, The research showed that most employers prefer to choose the internal management of human resources, not like their human resources management other regulatory agencies outside the lease management for them.

the form of companies and human resource management. De KoK and Uhlaner survey concluded that, if a partner is a large company or a subsidiary of the face appears small companies tend to develop better training system. Mibo Connaught Wales and Sri Lanka sharp type and management of strategic management of human resources in small business line source management strategy.

life cycle and human resources management. Rutherford and other scholars, the company life cycle is divided into four stages: no development stage, low stage of development, the development stage and high stage of development. In the absence of the development stage, the company's largest problems in the recruitment sector; in the low stage of development should focus on recruitment and training sector; in the development stage and high stage of development, the issue will focus on how to retain good human resources, employer more attention needs to be a reasonable performance appraisal and staff development.

company form and human resources. Companies according to their shape into the family business and two non-family businesses, Kotey and Folker, demonstrates that development will gradually become smooth; in non-family businesses, this change is not as obvious as the training system is often the development of the company gradually improve.

Overall, previous studies show a small company of our human resources to their size, type (family / non-family), composition, life cycle (development stage) the relationship between However, the development strategy for small business and corporate human resource management strategies are seldom involved in the relationship between. In fact, the company's development strategy for human resources management strategy pattern more decisive role.

Second, Mills, and Snow's strategic theory and strategic classification

strategy and business development for the primary position and a decisive role, has become the consensus of the business community. In 1982, Robinson spent three years, the study of the 101 small retail, service and manufacturing enterprises. Data show that in sales, profits and productivity, there is no strategy for small business than the economic benefits of small business strategy has improved significantly.

strategy as a primary factor in the operation of the enterprise human resources also play a decisive role. Conversely, human resources and their management on the implementation of corporate strategy also has the primary meaning. Research Strategies in the schools of many, we believe that Mills and Snow's strategic theory and strategic classification of small businesses and the match for the human resources management strategy is more applicable. Snow

Mills and their external environment, according to the different companies to adapt and develop new markets in different ways, the strategic types are divided into three types: defensive strategies, explorative strategies, analytical strategies.

defensive strategy in the market generally try to maintain their operations have occupied that part of the market share, they will define their competitive price, service or delivery, the company most of the decisions depends on the senior management or owners, they face a negative attitude to the market, with the greatest effort to reduce risk. In contrast, exploration-based strategy is applied in a different way. Explorer will focus their attention in many different areas of the market, they are helping the market to re-classification of a group of re-definition of the pioneers, they are always looking for new products from time to time, new investments, changes in the market to become guide innovators, they are in a positive way to respond to market challenges, do not hesitate to take risks. Analytical strategies in between, their market development and product innovation to be less than Explorer, but not as the defender, as the blind pursuit of stable and efficient, with very few analysts to be the first to enter new product markets, but it is always a better service or price and then entered the market, they tend to develop long-term plans to respond to market challenges, the analysis by the dual nature of the greatest competitive advantage, while adhering to the premise of a certain market segments while under the new development as the market changes.

three or four small business strategy and human resource strategy

of case studies of four recent survey of small enterprises, the aim is to investigate the company's strategic types and the existing human resource management strategies in an attempt to find the correspondence between them.

Company 1 is a small private publishing house, because there are certain distribution channels so its more stable market environment, they quickly and easily in their delivery and good service as its competitive advantage; their efforts in the market to maintain their market share and minimize the degree of risk. We believe the company is a typical use of a defensive strategy of the company.

Company 2, a small furniture retailers, as this industry is relatively stable market environment, improve the quality of service is critical that they contend with their opponents,[link widoczny dla zalogowanych], all of the basic decisions made by the company owners and it is seek the views of employees less, they rarely willing to take risks to open up new markets but only tried to maintain their existing market. Company 2 is also a defender.