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Unformatted text preview: Chapter 19 - Human Resource Management: Small Business Considerations CHAPTER 19: HUMAN RESOURCE MANAGEMENT: SMALL BUSINESS CONSIDERATIONS Chapter Summary This chapter touches on a number of human resource issues for the small business. Recruiting, hiring, training, and monetary and non-monetary rewards are discussed as well as the decision to hire full time or part time employees. Once again, the special circumstances of a family business are explored. Learning Objectives After studying this chapter, the student should be able to: 1. Explore the decision to hire full-time or part-time help. 2. Understand how to recruit good employees on your budget. 3. Know how to match the right person to the job. 4. Learn about employee training methods and resources. 5. Gain insight in meeting employees needs and expectations. 6. Learn how to develop a fair compensation and benefit plan. 7. Understand the complexities of managing family within your business. Focus on Small Business: Chris Perkett and PerkettPR, Inc. Having worked as a contracted employee herself, Perkett had no issues with using them when she started her own company. Although she appreciated the flexibility, as her firm grew, she realized the need for permanent employees. Jennifer Johnson of Johnson &amp; Company, The Virtual Agency also uses contracted employees and has found several methods for integrating them into her firm. Focus on Small Business: Discussion Questions 1. What are some potential advantages as well as drawbacks of having contractors in Jennifer Johnsons firm attend meetings, retreats, and be mentored by senior consultants? Advantages: a. Contractors who are paid per hour or per job, are inclined to maximize their productivity so they can squeeze in more billable hours each day. This is favorable for companies like Johnsons: she isnt paying for wasted time and can get work turned around efficiently. 19-1 Chapter 19 - Human Resource Management: Small Business Considerations b. Contractors may feel more involved than at other companies, which can lead to deeper loyalties to the company. Contractors who believe theyre part of the spirit and community rather than single entities periodically connecting to the company are more likely to treat it with a greater level of respect and dedication. Providing training and mentoring to employees regardless of the contractual basis demonstrates a commitment that many full time employees might never receive. c. From the firms perspective it the training and meetings educate contractors about the expectations of the company and its culture. Contractors still represent the company and must understand what that means, and should not have to guess at it....
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- Spring '09
- Human Resource Management