Human Resource Practices in Sme Sector

EuroEconomica Issue 3(31)/2012 ISSN 1582-8859 forgiving Re inception Practices in SME heavens An Exploratory Case Study of Pakistan Naveed R. Khan Faculty of Man progressment and scotch science Sciences, Universiti Pendidikan Sultan Idris, 35900, Malaysia naveed. r. emailprotected com Mustafa Rehman Khan Faculty of focus Sciences, Institute of furrow and Technology, 75190, Pakistan emailprotected com tweet The place of clement imaginativeness rehearses (HRP) at its significance in small-scale and fair enterprises (SME) become an emerging topic, especially in incuring countries.This matter aims to gauge the take of HR approach pattern being exercise in SME. Quantitative approach has been followed and data was collected from 195 SMEs through a organise questionnaire. Findings suggested that SME argon accomplishing moderate take aim of HR practice sessions and owner/ supervisers argon aw be with the importance of HR practices in their brass sections. Moreover, co mpensation is the most world-shattering factor of HR practices followed by employee death penalty, recruitment and pickaxe and reading and prep.HR turn tail has been substantially implemented and HR practices atomic number 18 being carried out in number of SME and is contributes at all phases of fundamental laws functions. The globalization and propulsive milieu is forcing the SME sector to switch in ballock functions to formal vogue. However more(prenominal) coherent approach is required to replace the traditional stylus of practicing HR functions. This hit the books validates the implementation of HR practices in SME as documented in the lit. It further declargon oneselfs a reference for academicians and practiti superstarr to build upon a rock for hereafter re search. 7 7Keywords recruitment and option, training and development, employee doing, compensation. ground theatrical affair STUDIES electronic copy available at http//ssrn. com/abstract=2155840 Eur oEconomica Issue 3(31)/2012 1. Introduction In the era of globalization, condescension environment becomes highly dynamic with high jeopardize and uncertainty. This uncertainty decreases food foodstuff sh atomic number 18 and increases ecesisal inefficiency. As elsewhere, Pakistani SMEs in any case atomic number 18 affected by the tonic-fangled global economic meltdown. Escalating pretentiousness in Pakistan further compounded the situation for SME harvest. gentlemans gentleman imaging cliping in SME sector plays a resilient role in economic harvest-festival without any space for their personal appendage. It is therefore observed that retention is one of the major problems in small and sensitive size industries. Slightly break up emoluments give good reasons to an employee to switch over from one giving medication to almost other make-up. Growth in salary in SME sector is far tramp the growth in inflation which is a source of depression and generate them l ess fecund at their workplace (Khan, 2011). SMEs argon identified as the leading employment generation sector, nation wide.In context of the Karachi metropolis which contributes 30% in manufacturing sector of Pakistan and 90% in Sindhs GDP and around 20% of the thorough GDP of Pakistan. These figures indicate the potential and further growth in this sector further it prove the argument that SME sector shall plays frigid role and read potential to grow. Moreover, extensive economics activities at sea ports and industrial zones increase the significance of Karachi city, hence is called the financial and bloodline hub of Pakistan, providing millions of economic opportunities (Ghouri et al. 2011). This plain has been conducted to measure the gap in the midst of philosophies and practices of HR practices. HR scholars hand over argued that SMEs argon in authoritatively practicing the HR function in Pakistan. It whitethorn be film that the owner / coach-and-fours are not able to utilize their gentlemans resource strategically and coherently. Perhaps this is due to the shortage of HR professed(prenominal) in SME sector. Further, fragile structure and substandard formalization intends instruction to dissolve cheeks most pass judgmentd assets, that is, 8 the workforce.This ignorance causes the reflect dis gladness in employees and ultimately affects the system of rulesal exploit. However, employees perform the essential tasks inwardly the organization, and organisational homo resource organisations are designed to support and manage this humane majuscule. 7 This instruction aims to measure HR practices in SME in operation(p) in Karachi, Pakistan. The city is considered as the hub of commerce and financial activities of Pakistan. SMEs run are having a coalesce of proper and casual setup.The study is designed to measure the take aim of HR practices and identify the most important HR practice among recruitment and alternative, training and development, compensation and employee cognitive operation. Consistent with the discussion so far, this study seeks to answer the avocation questions. 1. What is the take aim of HR practices followed in the SME? 2. What is the most/least important practice of HR, among four facets, in SME? 1. 2 Brief e very(prenominal)placeview of Employment in Pakistan Over the old age, Pakistan has substantially moved from kitchen-gardening prudence to manufacturing economy.Economically active size is the largest in the total population of the country. Human capital is enriched with diverse skills from unskilled chore to high-skilled critical mass. Pakistans urban growth rate is highest in due south Asia. Estimated in 1980s, urban population growth rate was 4. 5% per annum and intercommunicate to 60% by the turn of the century. That proved true. Karachis urban economy and its employment pool is the glaring example of this. Its formal and informal sectors provide greater employment potent ial and are in a military position to use human capital efficiently (Khan et al. , 2011).ISSN 1582-8859 bucolic CASE STUDIES electronic copy available at http//ssrn. com/abstract=2155840 EuroEconomica Issue 3(31)/2012 ISSN 1582-8859 At present, SMEs are recognized as the backbone of the countrys economy by representing nearly 90% of all the enterprises in Pakistan. SMEs form a significant portion of the manufacturing and work sector. According to the Lahore Chamber of trade & sedulousnesss report (2010) the labor force today is divided in agriculture 43%, manufacturing 13%, construction 7%, transport 6%, and runs 14% and the other head carrying the rest of the burden.The total workforce in Pakistan is 102. 7 million out of which 55. 77 million muckle are employed in 2010 with $2400 per capita income this labor force will increase to 154. 4 million by 2030 with the growth rate of 2. 05. However, 15. 2% unemployment rate was recoded in 2010. SMEs provide 80% employment of the n on-agricultural labor force. In Pakistan small and medium enterprises offer diverse employment and yield and share 40% in annual GDP of Pakistan (Khan, 2011). 2. Literature Review Pakistans SMEs sector is very different from SMEs working in industrialized world.Here, small and medium size disdaines are usually not documented mostly with purpose. Pakistan has withal a unique culture of not sharing tuition with others. Freedom of popular information is only on paper. Businesses profiles are not uploaded on the website and it is plain so difficult for field researchers to collect basic information through interviews. Limited academic studies are conducted so far on HR practices in Pakistans SME environment. This study thus reliant on ahead researches conducted in environment other than Pakistan for conceptual understanding and theory development.Selected literature is reviewed for this study whose results are generalizable to any other environment. Basically, employees perform t he essential tasks within the organization, and organizational human resource organisations are designed to support and manage this human capital (Gramm and Schnell, 2001). HRM philosophy emphasizes on the benefits of meeting employee pauperisations and alters them to discombobulate control over their work, moreover, satisfied workers willing to make better their efficiency, rough-and-readyness and productiveness to belong the work done.The extensive use of high-involvement work practices represents a significant investment in human 7 capital. Basic microeconomics suggests that investments in human capital (employees) are justified when such investments are more than stolon by future returns in the form of increased productivity. Thus, watertights will make greater use of such practices when employees are viewed as particularly vital to firmly success (MacDuffie, 1995). By adopting effective HR practices firms can stupefy not only new skills and noesis and change the at titudes of their employees but also improve their organizational performance.Through effective HR practices firm can get rid of traditional ineffective and inefficient practices which in turn enable the firm to maximize the achievement of its objectives (Delery and Doty, 1996). Armstrong (2006) defines human resource charge (HRM) as the strategic and coherent approach to the direction of an organizations most valued assets the people working there who separately and collectively contribute to the achievement of the objectives of the business.Findings from prior studies indicated that increased concern for HR practices among firms resulted from the need to develop HR as a source of competitive advantage (Walker, 2001 Wright et al. , 2001 Wright and Snell, 1991). In intercourse with the SMEs recent studies ac hit the hayledged the relevance and applicability of HR practices in small and medium scale firms (Nankervis et al. , 2002 Singh and Vohra, 2005 Chang and Huang, 2005 Schlog l, 2004) SMEs who successfully integrate their HR system with their vision and organizational objectives, are achieve their goals in a more organized manner (Singh and Vohra, 2005).Hence it would build-up more 9 landed estate CASE STUDIES Electronic copy available at http//ssrn. com/abstract=2155840 EuroEconomica Issue 3(31)/2012 ISSN 1582-8859 comprehensive business strategy to give the position in the industry. According to Chang and Huang (2005) human resources are viewed as a strategic asset that creates value when embedded in the operational system in a manner that can enhance firms abilities to deal with a turbulent environment. Sevral studies indicated that to improve organizational performance and develop a competitive advantage, firms need to implement an ffective HR practice system (Zheng et al. , 2006 Osman et al. , 2011 Katou, 2012). Studies on HR practices indicated that HR theories and models are assumed that they are applicable to all types of organizations regardles s of their type, sizes and record of human resource practice functions (Arthur, 1994 MacDuffie, 1995 Huselid, 1995 Youndt et al. , 1996). However, Nankervis et al. (2002) study findings suggested that previous empirical evidences are still not able to provide enough evidence to suggest that HR practices works for all kinds of organizations.Traditional literature on human resource practices identified four general categories, which take Staffing, training, evaluation and compensation (Dessler, 2008 Mathis and Jackson, 2008 Fisher et al. , 2006). In few cases, these categories are mass in a slightly different manner, and certainly there is crossroad and inter family relationship among them (Shub and Stonebraker, 2009). Shub and Stonebraker (2009) define these categories as Staffing generally involves the human resource activities of planning, moving in analysis and design, recruitment and selection. cooking generally involves the HR activities of employee training, organization de velopment and locomote development. Evaluation generally involves HR activities of mixed evaluation designs, both formal and informal, and different evaluation periodicities. Lastly, Compensation generally involves the HR activities of base pursue or salary system, incentive system and perks, as sanitary as benefits. Generally, the relationship-based approaches to staffing, training, evaluation, and compensation are shown in the literature to be directly associated with firm performance (Huselid, 1995 Osman et al. 2011 Ngo et al. , 1998) 2. 1 Human alternative Management and its quantifiability Stone (2005) defined human resource management as it involves the productive use of people in 7 achieving the organizations strategic business objectives and the satisfaction of individual employees need. This definition clearly indicates that the organizations objectives are dependent on their work force productivity. Moreover, work task, work environment, freedom in work, opportunities provided and the benefits are provides are few of the most important needs a worker whitethorn perceive.The effective HRM practices are able to link these practices with organization structure and objectives. Many studies investigating human resource management practices have looked primarily into an organizational structure construct. To accurately measure human resource practices, a number of HR functions may need to be evaluated. However, these characteristics or facets may not be of equal importance to every organization. one and only(a) of the most comprehensive and widely utilise measures for human resource practice is presented by Dessler (2008) and Fisher et al. 2006). In this study human resource management practices is characterized as multidimensional, and it has four major facets namely i) recruitment and selection, ii) training and development , iii) compensation, iv) employee performance evaluation. 2. 1. 1 Practice of Recruitment and Selection Recruitment and selec tion is the first facet of human resource practice, which involves planning, forecasting, and chore analysis for the future demand of employees according to the need and demand of the firm.Moreover, confused tools and techniques have been used by the firms for the improvement of staffing functioning to avoid the loss in call of time, money and potential employees. 2. 1. 2 Practice of Training 10 ground CASE STUDIES EuroEconomica Issue 3(31)/2012 ISSN 1582-8859 Training is another dimension of human resource practice where firms invested on the development of their employees knowledge, skills ability and other on-job required skills to improve the productivity of employees.Training can transform human resource to human capital where skilled employee would better perform in the success of organization as compare the employees who can get training lesser or never. 2. 1. 3 Practice of Compensation Compensation is one of the most extrinsic practices of human resource function in an organization setting. This dimension de marginines the level of job of an employee on the basis of their perceived knowledge and experience.Moreover, the matching of their job knowledge with the pay or compensation provided them must demonstrate the market level competitive megabuckss. Good compensation plan would therefore, inevitably influence on employees performance. However, the extent to which an employee who is getting the good compensation package will perform well would also depend on his/her overall assessment of various factors like the compensation package in other organizations in relation to the work load and the possibility of getting better compensation packages (Purani and Sahadev, 2008). . 1. 4 Practice of Evaluation This aspect of human resource practices generally involves the activities of various evaluation designs, both formal and informal, and different evaluation periodicities (Shub and Stonebraker, 2009). It is a subject matter of getting better results b y understanding and managing performance within an agree framework of planned goals, standards and competency requirements. It functions as a continuous and evolutionary process, in which performance improves over time.Moreover, it provides the basis for regular and frequent dialogues surrounded by managers and individuals about performance and development needs (Armstrong, 2006). 3. Research Methodology The study comprises on a quantitative survey of 195 SMEs. The data was collected from the companies operating in Karachi through a self-administered questionnaire. The study covered manufacturing and 7 service sectors SMEs. In the study, SME referred to the firms employed between 10 to 250 employees, this definition have been choose from the SME policy 2007 and SMEDA.The SME were identified and randomly selected from the listing of Korangi Association of Trade and Industry (KATI) and Jamals Yellow summons. The questionnaire was adopted from Chew (2004) and modified according to t he nature and objectives of the study and tested for reliability, prior to data collection. The questionnaire used in this study consisted of three sections. Section one focused on collecting background signal information of the respondents. Section two captured the characteristics of the firm and last section obtained the information concerning the HR practices adopted by the firm.To examine the hypotheses of the study, descriptive statistics analysis were performed development SPSS 17. The smack size for this study was 300 however only 195 questionnaires, with reply rate of 65%, were found acceptable for analysis. 3. 1 Reliability interrogatory To measure the reliability of the instruments used, Cronbachs alpha was employed. According to Sekaran (2005), if the alpha value is greater then 0. 7, the instrument is acceptable. The internal consistency reliability coefficients (Cronbachs alpha) for the scales used in this study are well above the level of 0. , thus are acceptable for the analysis purpose. In enthrone back 3. 1, alpha musical scores of all variables with comp permite response of 195 SMEs are given. 11 COUNTRY CASE STUDIES EuroEconomica Issue 3(31)/2012 Table 1 Reliability Coefficients of the Constructs (n = 195) Constructs Recruitment and selection Training and development Compensation Employee performance No. of Items 4 6 6 5 Cronbachs Alpha . 750 . 792 . 845 . 824 ISSN 1582-8859 4. Research Findings 4. 1 Characteristics of the Respondents The characteristics of the respondents are presented in the following table.Table 2 Characteristics of the Respondents (n = 195) Variable(s) Gender Male Female while 20-25 yrs 26-30 yrs 31-35 yrs 36-40 yrs 41-45 yrs 46-50 yrs Over 50 Education Intermediate Bachelors Masters MS/M. Phil PhD opposite jibe frequence 167 28 %age 85. 6 14. 4 Variable(s) matrimonial Status Married Unmarried No response Position in Firm Owner but not manager Owner and manager Manager but not owner No Response Frequency 1 30 64 1 %age 66. 7 32. 8 0. 5 29 48 40 32 16 21 9 3 77 103 7 0 5 195 14. 9 24. 6 20. 5 16. 4 8. 2 10. 8 4. 6 1. 5 39. 5 52. 8 3. 6 0 2. 6 100. 14 108 70 3 7. 2 55. 4 35. 9 1. 5 12 7 pop off Experience 1 4 age 5 7 Years 8 10 11 13 14 16 17 Total 42 37 45 20 19 32 195 21. 5 19 23 10. 2 9. 7 16. 4 100. 0 As shown in the table 2, statistics of the respondents clearly and logically depict the render of their characteristics. In total of 195 respondents 167 were males and 28 were females. Likewise 130 respondents were married and 64 were unmarried. The age and years of work experience among the respondents ranged from 20 to more than 50 years and one to more than 17 years respectively.In terms of information 3 respondents obtained intermediate certificate, 77 obtained bachelors degrees, 103 have headmasters degree and 7 have MS/M. Phil degree, however no(prenominal) of the respondent has a PhD. COUNTRY CASE STUDIES EuroEconomica Issue 3(31)/2012 ISSN 1582-8859 The in-depth ana lysis of statistics highlighted some interesting facts of the respondents. The Female owner/manager represented the 14. 4 % of total respondents which show significant contribution of females in the total workforce, however, this proportion need to be increase at substantial level.Moreover, half dozenty percent respondents age ranged from 20 to 35 years, it shows that young entrepreneurs/managers are coming into the industries with new oestrus for growth. Likewise 52. 8 percent respondents have a Masters degree. This combination of young age along with education shall change the learning ability of traditional business practices and may bring new innovative ideas and measures which shall cost increase the SME sector in near future. 4. 2 Characteristics of the Firm The characteristics of the firm are summarize in Table 3.These characteristics depict the picture of the firms form of business, number of employees working, age of the firm and type of business. Table 3 Characteristi cs of the Firm (n = 195) Variable(s) Form of Business Solo proprietor Partnership hugger-mugger limited Age of Company 3-5 years 6-8 years 9-11 years 12-14 years 14 years Total Frequency 24 74 97 23 15 42 51 64 195 %age 12 38 50 11. 7 7. 6 21. 5 26 32. 8 100. 0 Variable(s) No of Employees 10 to 50 51-100 101-150 151-200 201 250 Type of Business Manufacturing go Total Frequency %age 45 16 26 73 35 89 106 195 23. 8. 2 13. 3 37. 4 17. 9 45. 6 54. 4 100. 0 13 7 The in-depth statistical analysis shows that liter percent SME are the private limited firms and 32. 8 % firms are operating since more than 14 years. Likewise, 37. 4 % SME employed the workers range from 151 to 200. Lastly, 54. 4 % SME are fall under the category of services firms. 4. 3 Distribution of firm by Business sector The SME, participated in this study, represented various business sectors in the manufacturing and services industry. The distribution of the sample firms by type of business sector is presented in tab le 4.Table 4 Characteristics of the Firm (n = 195) Variable(s) Business Sectors pecuniary Institution Engineering/Construction Energy/ crude oil Frequency 18 23 5 %age 9. 2 11. 8 2. 6 COUNTRY CASE STUDIES EuroEconomica Issue 3(31)/2012 Chemical/Pharmaceutical Education Textile telecommunication Logistics Others Total 18 15 19 18 17 62 195 9. 2 7. 7 9. 7 9. 2 8. 7 31. 8 100. 0 ISSN 1582-8859 The statistics indicated that eight different business sector firms were participated in this study. Most of the firms are from Engineering/Construction business sector which comprises of 11. % of the firms participated in the study. Energy/Petroleum business sector have the least presentation in the sample which comprises of only 2. 6%. However, the others head carrying the rest of the burden comprises of 31. 8%. 4. 4 Human pick Practices The mean and standard deviation scores of HR practices variables which include recruitment and selection, training and development, compensation and employe e performance are recorded, from the firms, are presented in table 5. The results depict that the mean scores of HR practices ranged from 3. 352 to 3. 83. Hence, at the general level, results suggest that the SME in the study practiced the HR function, to a certain extent. Furthermore, recruitment and selection is moderately practiced in the organization (mean = 3. 49, SD = 1. 10) along with training and development (mean = 3. 35, SD = 1. 081), compensation (mean = 3. 68, SD = . 975), and employee performance (mean = 3. 69, SD = 1. 34). Table 5 Descriptive Statistics of Variables (n = 195) Items Recruitment and selection Training and development Compensation Employee performance Overall HRM Practices 4. . 1 Recruitment and selection Table 6 highlights the descriptive statistics for each item. Out of the four items of selection, only the best people are hired to work in this organization (mean = 3. 74, SD = 1. 07) followed by the set and beliefs of this organization are discussed i n interviews with potential employees showed the second highest mean value of 3. 69 (SD = 1. 054), followed by, when new employees are hired, they must go through an extensive hiring process in which they are interviewed a number of times (mean = 3. 44, SD =1. 53), and employees of this organization are involved in the hiring of their peers (mean 3. 11, SD = 1. 152). In general, the SMEs appeared to have moderate level selection practices in their organization. Table 6 Descriptive Results of recruitment and selection (n=195) think about 3. 497 3. 352 3. 683 3. 682 3. 553 Standard (SD) 1. 10 1. 081 . 975 1. 349 1. 126 Deviation 14 7 COUNTRY CASE STUDIES EuroEconomica Issue 3(31)/2012 Items Only the best people are hired to work in this organization. The values and beliefs of this organization are discussed in interviews with potential employees.When new employees are hired, they must go through an extensive hiring process in which they are interviewed a number of times. Employees o f this organization are involved in the hiring of their peers. Total taut (Selection) 4. 4. 2 Training and development Table 7 highlights the descriptive statistics for each item. Out of the six items, people are correctly oriented and trained upon link this organization showed the highest level of training practice (mean = 3. 67, SD =1. 042), followed by the company provides enough training for the employees to learn new slipway to do their job (mean = 3. 9, SD = 1. 037). This organization does provide regular opportunities for personal and occupational group development (mean = 3. 43, SD = 1. 045). Training provided by the firm lots consists of both classrooms teachings and On-Job-Training (OJT) (mean = 3. 27, SD = 1. 168) This organization subsidizes, assists or reimburses employees for training they get outside the organization, mean = 3. 22, SD = 1. 097). However, employees in this organization receive additional compensation have the lowest level of practice in the variet y of activities (mean = 2. 0, SD =1. 099). Table 7 Descriptive results of Training and development (n = 195) Items People are properly oriented and trained upon joining this organization. This organization does provide regular opportunities for personal and career development This organization subsidizes, assists or reimburses employees for training they get outside the organization Employees in this organization receive additional compensation Training provided by the firm often consists of both classrooms teachings and On-Job-Training (OJT). The ompany provides enough training for the employees to learn new ways to do their job Total Mean (Training) 4. 4. 3 Compensation Out of the six items in table 8, Employees are given positive recognition when they arrest high quality work showed the highest level of compensation practice (mean = 3. 89, SD =. 965), followed by This organization pays well and This organization offers good opportunities for promotion (mean = 3. 723, Mean 3. 67 69 3. 4359 3. 2205 2. 9077 3. 2769 3. 5949 3. 352 SD 1. 04202 1. 04524 1. 09713 1. 09906 1. 16885 1. 3793 1. 081 Mean 3. 6923 3. 7436 3. 1128 3. 4410 3. 497 ISSN 1582-8859 SD 1. 05405 1. 07737 1. 15213 1. 15337 1. 10 15 7 COUNTRY CASE STUDIES EuroEconomica Issue 3(31)/2012 ISSN 1582-8859 SD = . 927) and (mean = 3. 723, SD = 1. 018) respectively. The way in which employees in this organization are compensated (mean = 3. 65, SD = . 920). This organization values individual excellence over teamwork (mean = 3. 61, SD = 1. 015) This organization offers a good benefits package compared to other organizations, mean = 3. 49, SD = 1. 007).Table 8 Descriptive Results of Compensation (n = 195) Items This organization pays well The way in which employees in this organization are compensated This organization offers a good benefits package compared to other organizations This organization values individual excellence over teamwork Employees are given positive recognition when they bugger off h igh quality work This organization offers good opportunities for promotion Total Mean (Compensation) 4. 4. 4 Employee performance SMEs are highly intended to let its employees know, how they are performing (mean = 4. 08, SD = 2. 98).Table 9 the descriptive statistics is highlighted for each item. The measurement of an employees performance on the job is a priority in this organization receives the 2 nd highest mean value (mean = 3. 77, 16 SD = . 895), followed by the measurement of perturbation and absenteeism is a priority in this organization and when evaluating the employees for promotion, seniority is one of the criteria taken into account (mean = 3. 517, SD = . 937) and (mean = 3. 517, SD = . 970) respectively. However, this organization 7 makes a point of property remains of factors that it considers critical for success receive the lowest mean value (mean = 3. 0, SD =. 959). Table 9 Descriptive Results of Employee performance (n = 195) Items The measurement of an employe es performance on the job is a priority in this organization. This organization makes a point of keeping track of factors that it considers critical for success. The measurement of turnover and absenteeism is a priority in this Organization When evaluating the employees for promotion, seniority is one of the criteria taken into account Does your company lets its employees know how they are performing Total Mean (Evaluation) Mean 3. 7795 3. 5077 3. 5179 3. 5179 4. 0872 3. 682 SD . 89534 . 95986 . 3799 . 97041 2. 98408 1. 349 Mean 3. 7231 3. 6513 3. 4974 3. 6154 3. 8923 3. 7231 3. 683 SD . 92793 . 92024 1. 00706 1. 01574 . 96522 1. 01800 . 975 COUNTRY CASE STUDIES EuroEconomica Issue 3(31)/2012 5. Discussion and Conclusion venial and medium enterprises may have a significant contribution in the economic growth of a country. The swift progress in entrepreneurial set-ups depicts healthy business activities. The findings of this study measure the level of HR practices in SME. The mean s core of overall HR practices reported at 3. 553 indicated a moderate level of HR practices, followed in the firms.The adequate level of HR practices is an indication that the SMEs, participated in the study, are involved in implementing and practicing HR activities in their organizations. However, sophistication HR practices bring ample opportunities to gain competitive advantage in the market in terms of HR outcomes i. e. employee retention, satisfaction, competencies and fealty. This increase in HR outcomes may significantly affect the SME performance. Hence HR practices should consider as the source of sustain competitive advantage and owner / manager should therefore put the HR agenda in central to any strategy.Human resources are consider as the activators of all non-human resources and are means for developing competitive advantages in the market place (Stone, 2005). Compensation practice of employees has a significant role followed by employee performance. These are consider ed as the key factors in managing HR in SME. Hence are practices in a comprehensive manner. However recruitment and selection and training and development practices are still need the oversight and would like to practice in a more sophisticated manner.Especially, training and development, since, trained and motivated employees and managers contribute effectively under these practices. Moreover, scant concern is being paid to new HR practices to manage knowledge and its effective use (Taha, 2006). Efficient HR practices in a SME may bridgework the information gap and improve the organizational performance. Moreover, HR practices framework in SMEs requires a collective approach to practices HR functions working as a set or bundle rather than independently (Delery, 1998). SMEs owners and managers should broaden the backdrop of HR practices.It will increase the retention rate of employee, enhance the competencies and commitment in work force and levitate the level of 7 satisfaction among employees. This shift in-turn enhances the organizational performance in terms of quality, productivity and market share. Successful HR system also helps to integrate the other organizational functions in lesser time. This integration will open long term investment opportunities through organizational strategy. Finally, appropriate strategies at national level may enable the SME sector to boost the national economy. Acknowledgement I would like to acknowledge Dr.Mashhood Ahmad Khan and Dr. S. M. Taha for providing guidance in initializing this study and perceptive comments at different stages of this research. ISSN 1582-8859 17 COUNTRY CASE STUDIES EuroEconomica Issue 3(31)/2012 ISSN 1582-8859 References Arthur, J. 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