Tác động của quản trị nguồn nhân lực đến hoạt động sản xuất kinh doanh của các doanh nghiệp vừa và nhỏ trên địa bàn tỉnh thái nguyên

..

Southern Luzon State University
Republic of Philippines
IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON
ORGANIZATIONAL PERFORMANCE IN SMALL AND
MEDIUM ENTERPRISES IN THAI NGUYEN CITY

A Dissertation
Presented to
The Faculty
Graduate School
Southern Luzon State University
Lucban, Quezon

In Partial Fulfillment
of the Requirements for the Degree
Doctor of Business Administration

by

LE KIM ANH (MAY)
2013


APPROVAL SHEET
In partial fulfillment of the requirements for the degree Doctor of Business Administration,
this research study entitled “Impact of Human Resource Management Practices on the
Organizational Performance of the Small and Medium Enterprises in Thai Nguyen
Province” has been prepared and submitted by Le Kim Anh and is hereby recommended for
oral examination.

............, 2013

Alice T. Valerio, Ph.D.

Adviser
Approved by the Oral Examination Committee, in partial fulfillment of the requirements for
the degree Doctor of Business Administration offered by Southern Luzon State University,
Republic of the Philippines in collaboration with Thai Nguyen University, Socialist Republic
of Vietnam.

(NAME OF PROFESSOR)

(NAME OF PROFESSOR)

Member

Member

(NAME OF PROFESSOR)
Chairman

Accepted in partial fulfillment of the requirements for the degree Doctor of Business
Administration offered by Southern Luzon State University, Republic of the Philippines in
collaboration with Thai Nguyen University, Socialist Republic of Vietnam.

____________
Date

APOLONIA A. ESPINOSA, Ed.D.
Dean, Graduate School

ACKNOWLEDGMENT

Writing a doctoral dissertation is a gratifying but difficult and sometimes nerve
wrecking endeavor that only few engaged in because it requires a lot of sacrifices and hard
work from the researcher. However, at the end of the task, one experiences a wonderful
feeling of joy, happiness, relief and fulfillment.
The researcher would like to extend her sincerest gratitude and thanks to the following
people who were very instrumental in the fulfillment of this research study.
DR. CECILIA N. GASCON, President of the Southern Luzon State University in the
Republic of the Philippines, for her untiring effort and belief that this collaboration is possible
thus enabling us to pursue the DBA degree;
DR. DANG KIM VUI President of Thai Nguyen University in the Socialist Republic of
Vietnam, for his untiring effort and belief that this collaboration is possible thus enabling us
to pursue the DBA degree
DR. NGUYEN TUAN ANH, Ph.D., former Director of the International Training
Center, Thai Nguyen University of the Socialist Republic of Vietnam, for his enormous
pursuit to provide the Vietnamese people an opportunity to grow through education;
DR. ALICE T. VALERIO her adviser, for the guidance and endless support for the
improvement of this study.
PROFESSORS ………….., ………………., and ……………, who composed the Oral
Defense Committee, for their suggestions, comments and corrections to improve this study;
ITC STAFF, for providing the necessary research materials;
HER FAMILY and FRIENDS, for the love and support in one way or the other;
And TO ALL who have contributed to make this study a success.

iii

DEDICATION
This research is wholeheartedly dedicated with all sincerity and love to my
FAMILY…..
To my Mum and Sun who provided me with love and care.

To ALL OF THEM…I humbly dedicated my work and success in life.

iv


Table of Contents

Page

Title Page
Approval Sheet

ii

Acknowledgment

iii

Dedication

iv

Table of Contents

v

List of Tables

vii

List of Figures

viii

Abstract

ix

Chapter I: Introduction

1

Background of the Study

1

Objectives of the Study

5

Hypothesis

6

Significance of the Study

6

Scope and Limitation of the Study

7

Definition of Terms

7

Chapter II. Review of Literature and Related Studies
Conceptual Framework

10
57
58

Chapter III. Methodology
Locale of the Study

58

Research design

58

Population and sampling

58

Instrumentation

59

Data gathering procedure

60

Statistical treatment

60

Chapter IV. Presentation, Analysis and Interpretation of Data
v

62


Chapter V. Summary, Findings, Conclusions and Recommendations

77

Summary

77

Findings

77

Conclusions

79

Recommendations

80

Bibliography

81

Appendices

90

vi


LIST OF TABLES
No.

Name of tables

1

Table 4.1.1. Percentage Distribution of Respondents’ Profile in Terms
of Type of Industry and Ownership

2

Table 4.1.2. Percentage Distribution of Respondents’ Profile in Terms
of Business Characteristic

3

Table 4.3.1. The Assessment of Respondents on HRM in Terms of
Recruitment and Selection

4

Table 4.32. The Assessment of Respondents on HRM in Terms of
Training and Development

5

Table 4.3.3. The Assessment of Respondents on HRM in Terms of
Career Planning System

6

Table 4.3.4. The Assessment of Respondents on HRM in Terms of
Participation and Involvement

7

Table 4.3.5. The Assessment of Respondents on HRM in Terms of
Compensation and Benefits

8

Table 4.3.6. The Asessment of Respondent on HRM
Performance Appraisal

9

Table 4.3.7. Perceived Organizational Performance

10

Table 4.4.1. Variables Included in Analyses

11

Table 4.4.2. Descriptive Statistics

12

Table 4.4.3. Correlations Amongst Variables

vii

Page

in Terms of


LIST OF FIGURES

No.

Name of tables

1

Figure 1. Percentage Distribution of Respondents’ Profile in Terms of
Type of Industry

2

Figure 2. Percentage Distribution of Respondents’ Profile in Terms of
Type of Ownership

viii

Page


Title:

IMPACT OF HUMAN RESOURCE MANAGEMENT
PRACTICES

ON

THE

ORGANIZATIONAL

PERFORMANCE OF THE SMALL AND MEDIUM
ENTERPRISES IN THAI NGUYEN PROVINCE
Researcher:

LE KIM ANH

Degree

Doctor of Business Administration

Name/ Address of the Southern Luzon State University
Institution

Graduate School
Lucban, Quezon

Date Completed

October, 2013

Adviser

DR. ALICE T. VALERIO

ABSTRACT
The study was conducted to assess impact of human resource management
practices on the organizational performance of the small and medium enterprises in Thai
Nguyen Province. A total of 290 managers of the small and medium-sized enterprises in
Thai Nguyen City were selected to be the respondents of the study. It specifically
explored on the profile of the respondents in terms of Types of enterprise; Form of owner

ship; Time of operated; Number of employees. The study was limited to determine the
perception of the respondents on the human resource practices of the small and medium
enterprises in Thai Nguyen City which are classified in aspects namely: Recruitment and
Selection; Training and development; Career planning System; Participation and
Involvement; Compensation and Benefit; and Performance appraisal.

ix


The 290 selected respondents were given a questionnaire designed by the
researcher and complete the questionnaires after being explained and instructed by the
researcher. The researcher floated the questionnaire to the respondents after it had been
validated by her advisor in June 2013.
Recruitment and selection, based on well-defined merit and unprejudiced system
developed through managerial expert opinions, using standardized test to scrutinize the
exact required attitude, skills and knowledge in potential candidates showed notable
significant correlation with employee performance and Perceived Organizational
Performance that identification of the right candidate with required skills to perform the
job for achieving organizational performance is the output of sophisticated selection
system.
Training and development programs in organizations based on training need
assessment, performance appraisal, customization and practically applicable with skills
imparting capability are indicating positive correlation with employee performance and
Perceived Organizational Performance.
A perception that the Career Planning System (CPS) is significantly correlated
with employee performance and Perceived Organizational Performance is true if, the
Career Planning System is based on clear career ladder, aligned goals with organizational
vision, used for succession planning, transparent internal hiring, and equal unambiguous
employment opportunity.
Employee participation related to decision-making process based on opportunities

to make company and self-related decisions, suggestion collection for the betterment of
organization and employee wellbeing as also on appreciation strategy has significant
positive correlation with perceived organizational performance.

x


Compensation system based on expectancy of employees, comparable with
market packages, competency based, performance based, profit sharing based
mechanism, covering both financial and non-financial dimensions, is positively
correlated with perceived organizational performance.
There is a significant relation between Perceived Organizational Performance and
performance appraisal system, that seems based on focused counseling, employee
feedback, transparent disbursement of bonuses, performance based promotions, training
selections and clarity of objectives.

xi


CHAPTER I
INTRODUCTION
Introduction
Human Resource Management is the process of developing, applying and
evaluating policies, procedures, methods and programs relating to the employment,
motivation, maintenance, and management of people in the organization. Human
resources management include activities like strategic HRM, human capital
management, corporate social responsibility, human resource planning, recruitment,
selection, training and development, reward management, performance management,
employee relations, health safety and employee well-being as well as provision of
employee services. It comprises a set of practices and policies designed to maximize

organizational integration, employee commitment, flexibility and quality of work
(Armstrong, 2009).
Effective human resource practices relate to company performance by
contributing to employee and customer satisfaction, innovation, productivity, and
development of a favorable reputation of the firm in the industry. A number of
researchers have reported that HR practices are positively linked with organizational and
employee performance.
Researchers have argued that human resources may be seen as a source of
sustained competitive advantage for organizations (Barney, 1991; Becker & Gerhart,
1996). The underlying assumption is that human resources are unique to the extent that
competitors cannot imitate them. Research has led to the identification of a number of
human resource management practices that contribute to company performance across
different organizations (Huselid, 1995). In a literature review, Delery & Doty (1996)
identified seven such practices that have been consistently considered HRM practices.

1


They defined HRM practices as those that are theoretically or empirically related to
overall organizational performance. These practices include internal career opportunities,
formal training systems, results-oriented appraisals, employment security, participation,
job descriptions, and profit sharing. This approach has come to be known as the “best
practices” or universalistic approach. Within the best practices approach to strategic
HRM, the first practice, internal career opportunities, refers to the organizational
preference for hiring primarily from within. Second, training systems refers to whether
organizations provide extensive training opportunities for their employees or whether
they depend on selection and socialization processes to obtain required skills. Third,
appraisals are conceptualized in terms of outcome-based performance ratings and the
extent to which subordinate views are taken into account in these ratings. Fourth,
employment security reflects the degree to which employees feel secure about continued

employment in their jobs. Although formalized employment security is generally on the
decline, organizations may have either an implicit or an explicit policy. Fifth, employee
participation, both in terms of taking part in decision making and having opportunities to
communicate suggestions for improvement, has emerged as a strategic HRM practice.
Sixth, job description refers to the extent jobs are tightly and clearly defined so that
employees know what is expected of them. Finally, profit sharing reflects the concern for
overall organizational performance on a sustainable basis (Delery & Doty, 1996).
Over the years, researchers have suggested many HRM practices that have the
potential to improve and sustain organizational performance. These practices include
emphasis on employee selection based on fit with the company’s culture, emphasis on
behaviour, attitude, and necessary technical skills required by the job, compensation
contingent on performance, and employee empowerment to foster team work, among
others. Purcell et al., (2003) pointed out that the most successful companies had 'the big

2


idea', they had a clear vision and a set of integrated values. They were concerned with
sustaining performance and flexibility which reveals a clear evidence of positive attitudes
towards HR policies and practices, level of satisfaction, motivation and commitment, as
well as overall operational performance.
Background of the study
Small and Medium Enterprises (SMEs) have been recognized as important factor
of the economy of many countries and Vietnam is not an exception. According to the
data from the ministry of planning and investment of Vietnam SMEs occupied for nearly
85% of the total of enterprises in Vietnam and contribute nearly 45% of annual GDP of
the nation. There is no single theory, which can sufficiently explain growth of an SMEs.
The aim of this thesis is to investigate the effect as well as the ration between the growth
of business of SMEs and the policies, orientation, create advance condition for the
development of SMEs issued by the Government and local authority of Thai Nguyen

province. The research was conducted with aspiration to describe the role of the HRM
practices in helping SMEs in their business.
Based on a report by Thai Nguyen Office of Planning and Investment at the end
of June, 2012, there are more than 2,090 enterprises currently doing their business in
Thai Nguyen City, more than 98% of which are belonging to small and medium
enterprises (SMEs). It is believed that SMEs play an important role in the economic
growth of Thai Nguyen and they are currently using around 50% of workforce and
contribute more than 40% of GDP. Amongst them, only 50% are relatively stable and
capable of development, 30% are operating in moderation, and the remainders are lossmaking or have given up business.
According to statistics from the Department of Planning and Investment of Thai
Nguyen province, there were 114 SMEs established while the number of dissolved

3


businesses is 117 and 20 companies had to temporarily stop their businesses during the
first four months of 2012. Many key businesses did not achieve the expected growth,
production and business revenue only reached 50-70% that of the same period last year.
Prior research suggests that HRM systems as a resource can lead to competitive
advantage (Wright, Dunford & Snell, 2001). A number of studies have demonstrated
relationships between different bundles of HR practices or philosophies and firms
performance in larger firm (see Wright et al., 2005 review). In spite of the significant
research in the area of SHRM in large firms, little has been done to test similar
relationship in small businesses (Heneman, Tansky, & Camp, 2000).
Employees and employee management practices appear to be one way that
companies are able to improve their performance. SHRM scholars have argued that an
organization’s success is at least partially depends on its employees and their behaviors
in carrying out the strategies of the business (Becker & Gerhart, 1996; Delery & Doty,
1996). Organization that can effectively influence the behaviors and motivation of their
employee through HRM system will be to increase their performance and viability

(Huselid, 1995). Small firms should also be able to leverage their employees through
HRM to improve their performance, but very little research has addressed the role of
HRM in SME. Therefore, in this research the researcher addressed the relationship
between HRM and Firm performance of SME for the study of SHRM.
A significant amount of research has been conducted examining the relationship
between HRM and firm performance. In a recent review of the literature, Wright et al.,
(2005) found a total of 68 empirical studies looking at relationship between HRM and
some aspect of firm performance. The review focused specifically on published,
empirical studies testing a relationship between an HRM system and performance.
Notably, all of the review studies reported at least one significant relationship between

4


HRM system and performance. Clearly from this review of the literature, there is an
increasing agreement that a relationship does exist between HRM and firm performance.
While it is clear that past research on SHRM has consistently shown a positive
relationship between various conceptualization of HRM and firm performance (Wright et
al., 2005), this research has focused almost exclusively on large multidivisional, multiproduct, multinational corporation. Very little research has examined the generalizability
of these finding to SME is limited (Cardon & Stevens, 2004)
For all the reasons above, the researcher would like to conduct the study: “Impact
of Human Resource Management Practice on Organizational Performance in Small and
Medium Enterprises in Thai Nguyen City”
Objectives of the Study
This study aimed to analyze the “Impact of Human Resource Management
Practices on Organizational Performance in Small and Medium Enterprises in Thai
Nguyen City”. Specifically, it sought to answer the following questions
1. What is the profile of the enterprises, in terms of:
1.1. Types of enterprise;
1.2. Form of owner ship;

1.3. Time of operated; and
1.4. Amount of employees?
2. What are the SMEs’s HR practices as to:
2.1. Recruitment and Selection;
2.2. Training and Development;
2.3. Career Planning System;
2.4. Participation and Involvement;
2.5. Compensation and benefits; and

5


2.6. Performance Appraisal?
3. What are the perceptual SMEs’s managers in organizational performances?
4. What are the effects of these HR practices on the financial performance of
SMEs?
Hypotheses
H1. Recruitment and Selection positively effects SME’s performance.
H2. Training and Development positively effects SME’s performance.
H3. Career Planning System positively effects SME’s performance.
H4. Participation and Involvement positively effects SME’s performance.
H5. Compensation and Benefits positively effects SME’s performance.
H6. Performance Appraisal positively effects SME’s performance.
Significance of the study
Completing this study brings together aspects of theory and practice. For theory,
this study is an expansion of previous studies on HRM practices of SMEs by focusing on
examining the simultaneous impacts of HRM practices on SME’s performance. In
addition, utilizing data from Thai Nguyen city, one of the emerging economies,
contributes to the literature of SME HRM.
In practice, this study is significant for HRM practices in Thai Nguyen SMEs.

Results will indicate relationships between HRM practices and SME performance will
assist owner manager and HR managers to improve performance and profitability of their
businesses by managing human resource matters efficiently and effectively.
Scope and Limitation
The study was conducted to assess impact of human resource management
practices on the organizational performance of the small and medium enterprises in Thai
Nguyen Province. A total of 290 managers of the small and medium-sized enterprises in
Thai Nguyen City were selected to be the respondents of the study. It specifically
6


explored on the profile of the respondents in terms of Types of enterprise; Form of owner
ship; Time of operated; Number of employees. The study was limited to determine the
perception of the respondents on the human resource practices of the small and medium
enterprises in Thai Nguyen City which are classified in aspects namely: Recruitment and
Selection; Training and development; Career planning System; Participation and
Involvement; Compensation and Benefit; and Performance appraisal.
The 290 selected respondents (college teachers) were given a questionnaire designed by
the researcher and complete the questionnaires after being explained and instructed by
the researcher. The researcher floated the questionnaire to the respondents after it had
been validated by her advisor in June 2013.
Definition of terms
Compensation refers to the total cash and non-cash payment offered by the small
and medium enterprises to an employee in return for the services rendered to the
enterprises. Apart from salary and wages, compensation also includes: Sales commission,
Overtime pay, bonuses, Profit sharing, Recognition checks and rewards, Non-cash
benefits, such as company-paid accommodations, certain stock options, a companyfinanced car and other non-cash taxable items. The value of compensation received by an
employee depends on a number of factors such as the availability of relevant skills, the
employer’s desire to retain the employee, the profitability of the enterprises, and salaries
for comparable jobs in the marketplace.

Financial capital refers to the money used by the small and medium enterprises to
buy what they need to make their products or provide their services or to that sector of
the economy based on its operation, i.e. retail, corporate, investment banking, etc.
Form of ownership refers to the method of owning real estate, which affects
income tax, estate tax, continuity, liability, survivorship, transferability, disposition at

7


death and at bankruptcy. Ownership forms include: corporation; joint tenancy; limited
partnership; partnership; corporation; limited liability company; limited liability
partnership; tenancy by the entireties; tenancy in common; and tenancy in severalty.
Number of employees refers to the number of people the small or medium
enterprises employ at the time of joining, including any part-time workers.
Performance appraisal refers to a review and discussion of an employee's
performance of assigned duties and responsibilities. The appraisal is based on results
obtained by the employee in his/her job, not on the employee's personality
characteristics. The appraisal measures skills and accomplishments with reasonable
accuracy and uniformity. It provides a way to help identify areas for performance
enhancement and to help promote professional growth. It should not, however, be
considered the supervisor's only communication tool. Open lines of communication
throughout the year help to make effective working relationships. Each employee is
entitled to a thoughtful and careful appraisal. The success of the process depends on the
supervisor's willingness to complete a constructive and objective appraisal and on the
employee's willingness to respond to constructive suggestions and to work with the
supervisor to reach future goals.
Promotion refers to the primary elements used in the marketing mix. Thus,
promotional efforts should work in harmony with product marketing, pricing, and
distribution actions that target prospects and customers. When assembling a promotional
plan, marketers typically employ one or more of the following five promotional

subcategories: personal

selling,

advertising,

sales

promotion, direct

marketing,

and publicity (or public relations). These communication tools serve as tactics within the
promotional plan to accomplish objectives such as: increasing sales; launching new
products; creating and building brand equity; establishing market positioning; retaliating

8


against competition; and strengthening brand image.
Recruitment refers to the process of finding and hiring the best-qualified candidate
(from within or outside of an organization) for a job opening, in a timely and cost
effective manner. The recruitment process includes analyzing the requirements of a job,
attracting employees to that job, screening and selecting applicants, hiring, and
integrating the new employee to the organization. After the job description has been
approved, the recruitment begins. Each organization has a different recruitment process,
but it typically includes posting the job opening internally and externally. Jobs are posted
on the organization's Internet site, Internet job boards, newspapers and industry
professional organizations. Recruiting can also include representatives from the
organization attending college and career fairs.

Time of operated refers to the duration of time that the enterprises have
been being run since their foundation.
Training and development refers to the official and ongoing educational activities
within an organization designed to enhance the fulfillment and performance of employees.
Training and development programs offered by a business might include a variety of
educational techniques and programs that can be attended on a compulsory
or voluntary basis by staff. Training and development is one of the key HR functions.
Most organizations look at training and development as an integral part of the human
resource development activity. The turn of the century has seen increased focus on the
same in organizations globally. Many organizations have mandated training hours per
year for employees keeping in consideration the fact that technology is deskilling the
employees at a very fast rate.
Types of enterprise refers to specialization field that an enterprise is focusing on.

9


CHAPTER II
REVIEW OF LITERATUES AND RELATED STUDIES
This chapter presents in summary the review of literature and related studies,
which the researcher found closely related to the study being conducted. These are
incorporated in order to present background with regards to the impact of human
resource management practices on the organizational performance of the small and
medium enterprises in Thai Nguyen Province.
SMEs definition
A business (also known as enterprise or firm) is defined as an organization
engaged in the trade of goods, services, or both to consumers (Arthur O'Sullivan, Steven
M. Sheffrin, 2003). Business can be distinguished by its legal ownership, scale or
industry of investment.
With reference to classifying businesses by scale, they are regularly divided into

large enterprises, small enterprises, medium enterprises and micro enterprises based on
these categories: number of employees, turnover, assets or net profits. However, what
constitutes a small business varies widely around the world.
In Europe countries, as extracted from Article 2 of the Annex of
Recommendation 2003/361/EC, “The category of micro, small and medium-sized
enterprises (SMEs) is made up of enterprises which employ fewer than 250 persons and
which have an annual turnover not exceeding 50 million euro, and/or an annual balance
sheet total not exceeding 43 million Euros.”

10


These definitions are important when assessing which enterprises may benefit
from EU funding programs aimed at promoting SMEs, as well as in relation to certain
policies such as SME-specific competition rules. European Commission policy in
relation to SMEs is mainly concentrated in five priority areas, covering:


the promotion of entrepreneurship and skills;



the improvement of SMEs' access to markets;



cutting red tape;



the improvement of SMEs' growth potential, and;



strengthening dialogue and consultation with SME stakeholders.
A special SME envoy has been set up in the European Commission Directorate -

General for Enterprise and Industry with the objective of better integrating the SME
dimension into EU policies.
In the United States, the Small Business Administration established small
business size standards on an industry-by-industry basis, but generally specifies a small
business as having fewer than 500 employees for manufacturing businesses and less than
$7 million in annual receipts for most non-manufacturing businesses. Size guidelines

11


define the maximum size that a firm (including its affiliates) can be to qualify as a small
business for most SBA programs. Size standards usually are a measure of a business's
number of employees or its average annual receipts. Based on those criteria, the SBA has
established the following common standards for a small business, depending on its North
American Industry Classification System (NAICS) code:


500 employees for most manufacturing and mining industries, and



$7 million in average annual receipts for most non-manufacturing industries.

There are many exceptions, but these are the primary size standards for most
industries.
The Vietnamese government, defines SMEs by Decree 56/2009/ND-CP as
follows: Small and medium-sized enterprises are business establishments that have
registered their business according to law and are divided into three levels: very small,
small and medium according to the sizes of their total capital (equivalent to the total
assets identified in an enterprise’s accounting balance sheet) or the average annual
number of laborers (total capital is the priority criterion), concretely as follows:

12


Typical features of SMEs
Due to the different in investment capital, employees and revenue, SMEs have
some typical features to distinguish them from other kinds of businesses as follows:
- SMEs’ primary competitive advantage is its flexibility; they are often better
able to quickly meet customer requests and needs (Temperley, Galloway et al. 2004;
Antony, Kumar et al. 2005; Edwards, Delbridge et al. 2005; Murphy and Ledwith 2007).
- Innovation through a research and development program is vital to the
existence of a typical SME. However, SMEs tend to focus more on incremental
innovation, as opposed to radical innovation (Temperley, Galloway et al. 2004; Oke,
Burke et al. 2007).
- Rapid decision-execution in order to mitigate external threats and capitalize on
opportunities (Antony, Kumar et al. 2005; Murphy and Ledwith 2007).
- SMEs are less vertically-integrated than their counterparts, as there are fewer
layers of management and bureaucracy. This helps SMEs simplify their management, but
also brings the disadvantages that most SMEs focus on operational matters, rather than

13

planning (Antony, Kumar et al. 2005; Deros, Yusof et al. 2006; McAdam, Keogh et al.
2007).
- The personality of an SME’s chief executive officer or managing director is
often a key element in the direction, growth, and success of the company; in this way,
SMEs are often people-oriented (Temperley, Galloway et al. 2004).
- In SMEs, the working relationship is often loose and informal; the process is
often absent of standardization (Antony, Kumar et al. 2005).
- Policy-making procedures and resource utilization that are appropriate for
large companies are not necessarily appropriate for SMEs (Welsh and White 1981;
Deros, Yusof et al. 2006).
In his investigation, Ovidiu Nicolescu (2009) also found ten main features of
SMEs’ organization system as stated in the graph below.

14