Ann: Good Evening, There Are Many Ways For Small Business

Ann Wrotegood Evening There Are Many Ways That Small Businesses Have

Both Ann and Cheenee highlight the unique advantages that small businesses possess in managing human resources (HR) compared to larger organizations. They emphasize that smaller enterprises foster a sense of community, flexibility, and personalized approaches that enable more effective HR practices. These qualities include closer relationships among staff, tailored training, quicker decision-making for policy changes, and the ability to make independent staffing choices. Additionally, small businesses can more easily adapt schedules, respond to emergencies, and create a supportive environment where employee relations, trust, and individualized development are prioritized.

Ann asserts that in small settings, knowing each employee personally allows HR managers to customize support, such as providing specific medical assistance or flexible scheduling. She emphasizes that due to fewer personnel, changes in policies and training are less complex and more readily embraced, fostering a collaborative atmosphere. Further, Ann believes employee relations are paramount because trust and open communication ensure employees feel valued, which in turn enhances organizational loyalty and productivity.

Cheenee focuses on how small size and informality enhance HR processes like performance management, benefits communication, employee development, and recruitment. She highlights that this flexibility allows organizations to adapt policies dynamically and fosters a culture of up-to-date information sharing. Recruitment, she notes, is particularly critical in small businesses as it contributes to organizational growth and leadership development. Cheenee stresses that hiring decisions—such as employing someone with a criminal record—are more flexible, allowing small businesses to tailor their workforce to meet specific needs and leverage individual talents.

Both perspectives demonstrate that small businesses, by virtue of their size, can build stronger interpersonal relationships, adapt more swiftly to change, and create a tailored, responsive HR environment. These advantages position small enterprises to foster employee loyalty, develop customized HR practices, and maintain a flexible organizational structure that supports growth and employee well-being alike.

Paper For Above instruction

Small businesses possess distinct advantages in managing human resources that stem from their size, operational flexibility, and close-knit organizational culture. These characteristics allow small businesses to leverage personalized relationships, rapid decision-making, and flexibility in HR processes to foster a supportive and productive work environment.

One of the most significant benefits of small businesses is the close relationship they maintain with their employees. Unlike larger corporations, where employees may feel like just another number, small enterprises often know each individual by name and understand their specific needs, strengths, and challenges. This familiarity enables HR managers to tailor support, training, and development initiatives more effectively. For example, when an employee faces a medical emergency, a small business’s HR manager might personally assist by reviewing medical plans, providing donations, or visiting the employee in times of sickness. Such personalized support builds trust and demonstrates a genuine commitment to workforce well-being. Research indicates that this close connection often results in higher employee engagement and loyalty (Kotter & Heskett, 1992).

Furthermore, small businesses benefit from increased agility in policy changes and scheduling. Because fewer people are involved in decision-making, adjustments can be implemented quickly, reducing bureaucratic delays common in larger organizations. This flexibility allows small enterprises to adapt regulations, modify schedules, and respond to employee concerns more promptly, fostering a dynamic and responsive work environment. For example, adapting work hours to suit individual employee circumstances or shifting policies to accommodate new priorities can be handled seamlessly. Such agility is associated with improved employee satisfaction and organizational performance (Burns & Stalker, 1961).

Another core advantage is the independence small businesses enjoy in their hiring practices. Unlike large corporations bound by strict policies and regulatory frameworks, small enterprises can make hiring decisions based on individual merit and specific organizational needs. For instance, hiring someone with a criminal record, which might be prohibited in larger firms, becomes feasible in a small business that values skills and potential over formal policies. This flexibility broadens the talent pool and allows for more inclusive hiring practices, fostering diversity and tapping into a wider range of competencies (Brewster, Chung, & Sparrow, 2004).

In addition, small organizations can cultivate a culture of trust and open communication, making employee relations a top priority. Ann Wrotegood emphasizes that trustworthiness and open channels of communication are vital. Employees need to feel heard and valued, which is more achievable in small settings where managers and staff often interact directly and frequently. Such an environment encourages feedback, continuous improvement, and a sense of shared purpose, ultimately enhancing organizational cohesion (Levine & Moreland, 1998).

Cheenee highlights how informality and flexibility in HR processes bolster organizational performance. For instance, performance management in small businesses can be more personalized, allowing managers to set tailored goals and provide immediate feedback. This immediacy enhances employee development by addressing specific weaknesses and reinforcing strengths. Flexible benefits communication and employee development programs can also be implemented quickly without the layers of approval typical of larger organizations. These practices foster a learning culture where employees are motivated to develop their skills and contribute meaningfully to organizational growth (Dessler, 2017).

Recruitment is another critical area where small companies excel by leveraging their unique characteristics. Small businesses often emphasize assessing cultural fit and potential, which can lead to better long-term retention and integration. They are also more likely to experiment with innovative hiring strategies, such as hiring individuals with diverse backgrounds or unique experiences, including those with prior criminal records, which larger firms might eschew due to policies. This flexibility supports building a resilient and adaptable workforce capable of navigating changing markets and technologies.

Overall, small businesses are better positioned to create a positive HR environment characterized by personalized relationships, flexible policies, and immediate responsiveness. These traits enhance employee morale, foster loyalty, and promote organizational agility, which are essential for success in a competitive economic landscape. Recognizing and capitalizing on these advantages can help small enterprises sustain growth, innovate, and retain their workforce amid evolving challenges.

References

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• Burns, T., & Stalker, G. M. (1961). The Management of Innovation. Tavistock Publications.
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