This volume not only illustrates the research that is being done in the area of human resources in entrepreneurial firms but it raises many issues that exemplify the complexity of the topic. It is not a case of small versus large firms. There are small established firms, small start-up firms and small high growth firms. As pointed out by Alvarez and Molloy these firms differ with established firms dealing with risk while high growth firms deal with uncertainty. These firms vary in ownership based on family ownership, ownership by founder, or some type of privately held stock ownership. These firms also vary based on how they handle people issues: structure versus lack of structure; the traditional HR functional approach versus the use of people management practices; person-job fit versus person- organization fit; ability and work experience versus integrity and conscientiousness; work processes and bureaucracy versus agility and adaptability; tasks versus roles; in-house professionals versus reliance on third-party vendors; traditional pay versus variable pay; short-term orientation of incentives versus long-term orientation of incentives; and many more. We challenge you to pursue this stream of research and to help not only develop theory and conceptual models and pursue empirical research but to also disseminate your information in a way that will help practitioners and owners in all the small and high growth firms.

This volume not only illustrates the research that is being done in the area of human resources in entrepreneurial firms but it raises many issues that exemplify the complexity of the topic. It is not a case of small versus large firms. There are small established firms, small start-up firms and small high growth firms. As pointed out by Alvarez and Molloy these firms differ with established firms dealing with risk while high growth firms deal with uncertainty. These firms vary in ownership based on family ownership, ownership by founder, or some type of privately held stock ownership. These firms also vary based on how they handle people issues: structure versus lack of structure; the traditional HR functional approach versus the use of people management practices; person-job fit versus person- organization fit; ability and work experience versus integrity and conscientiousness; work processes and bureaucracy versus agility and adaptability; tasks versus roles; in-house professionals versus reliance on third-party vendors; traditional pay versus variable pay; short-term orientation of incentives versus long-term orientation of incentives; and many more. We challenge you to pursue this stream of research and to help not only develop theory and conceptual models and pursue empirical research but to also disseminate your information in a way that will help practitioners and owners in all the small and high growth firms.

Sections covered in this book include: defining virtual organizations and implications for human resource management; outsourcing human resources; job analysis and competency assessment; training and development; performance management; compensation; and negotiations.

Sections covered in this book include: defining virtual organizations and implications for human resource management; outsourcing human resources; job analysis and competency assessment; training and development; performance management; compensation; and negotiations.

This bookis divided into six chapters: a review of theory and research; diagnosing situational characteristics; measuring performance; estabiling pay increases; pay system administration; and pay system evolution.

This book is divided into six chapters: a review of theory and research; diagnosing situational characteristics; measuring performance; estabiling pay increases; pay system administration; and pay system evolution.