ISSN-L: 0798-1015 • eISSN: 2739-0071 (En línea)
https://www.revistaespacios.com Pag. 110
Vol. 45 (01) 2024 Ene-Feb Art. 9
Recibido/Received: 04/01/2024 Aprobado/Approved: 28/01/2024 Publicado/Published: 31/01/2024
DOI: 10.48082/espacios-a24v45n01p09
Study of transformational HR practices impact on SME
business in India
Estudio del impacto de las prácticas transformadoras de recursos humanos en las PYME en
la India
DAS, Debashish
1
CHAUDHARY, Nidhi
2
Abstract
Small Medium Enterprises (SME’s) unicorns impact the economic drive of India, yet Transformational HR
practices to acquire, manage talent are inconsistent, casual, unofficial in SME’s. This descriptive study on the
case study method approach on 30 SMEs of Delhi / NCR, Mumbai, Udaipur, Bangalore, Pune aims to study
Transformational HR practices, its possible corelation to business growth in SME. This study will support as
reference point, model for SME’s, Unicorns for Transformational HR execution for business growth.
Key words: Transformational H.R. In SME, Unicorn, Employer Branding In SME, SMEHR
Resumen
Las pequeñas y medianas empresas (PYME) Unicornios impactan el impulso económico de la India, pero
las prácticas transformacionales de recursos humanos para adquirir y gestionar el talento son
inconsistentes, informales y no oficiales en las PYME. Este estudio descriptivo, con enfoque de estudio
de caso en 30 PYME de Delhi / NCR, Mumbai, Udaipur, Bangalore y Pune, tiene como objetivo estudiar
las prácticas transformacionales de recursos humanos y su posible correlación con el crecimiento
empresarial en las PYME.
Palabras clave: Transformación de RR.HH. en PYME, Unicornio, Employer Branding en PYME
1. Introduction
Studies revealed that most small and medium organizations lack HR departments, do not follow best practices of
transformational HR, Moroka & Uncles (2008), Santos et al., (2019). Transformational HR management initiatives
are most effective means to enhance business growth through talent and potential of people Allen et. al., (2010).
As per Giffee & Jones (2007) talent is the set of attitudes, knowledge, and skills that lead to the potential of
producing more with the same resources available.
Transformational HR practices create a desirable workplace, helping SMEs, and unicorns attract and retain talent
Barrett & Mayson (2007); Bell V (2006), Clarke K.F. (2001) this is a future need amongst SME. Bhardwaj et al.,
1
Research Scholar, Sushant School of Business, Gurgaon, India. debad2911@gmail.com
2
Associate Professor, Sushant School of Business, Gurgaon, India.
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DAS D. & CHAUDHARY N. «Study of transformational HR practices impact on SME business in India»
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(2019) argued further SMEs, and unicorns that do not focus on their employer brand may lose talent to
competitors that do. Year 2005 onwards saw rise of many SME who became Unicorns across the world such as
Facebook, Google, Whatsapp, Instagram, Twitter, Uber. In india we saw the rise of SME and Unicorns such as
Zoho, Oyo, Make My Trip, Fresh works, Paytm, Mrs. Bector, Byju’s as case studies of SME turned Unicorns in
India. People and culture are common factor in all these success stories. However, many SME and unicorn
businesses have been affected due to people issues of attrition, inability to hire, leadership challenges leading
to impact on business and stakeholders. ( Exhibit 1)
Small and Medium Enterprises will be the employer of quality talent and will need best practices of People
productivity, Culture and performance to attract, retain and grow talent which will have a direct impact on
business.
1.1. Significance of SME and Unicorn in Indian Business context
SMEs have driven significant growth in global economic expansion since long as per Aegagri et al., (2011). SME’s
are the bedrock of business and economic growth of the nation. The impact of SME is over 90% in business of
global brands as opined by Zakaria et al., (2011). SME have become Unicorn in emerging economies like India
rapidly Srivastava et al. (2015), with contribution to GDP, tax revenues, and employment of an economy. Indian
SME eco system is a unique eco system and model to study. Not much has been published on transformational
HR in SME of India especially post Covid 2020. The classification of SME in India is defined by Ministry of Small
and medium Enterprises (MSME).
The classifications are:
1.Micro Business 2. Small Business 3. Medium business 4. Enterprise Business
Each of the above are classified basis the size and number of people they employ. India (Bharat) has
approximately 6.3 crore MSMEs. The economy has undergone significant changes and revised MSME criteria
of classification was announced in the “Aatmanirbhar Bharat” package on 13th May 2020, SMEs recorded 34%
GDP growth in 2021 employing over 70 million people including executive and managerial talent both in
service and manufacturing sectors. This aligns with the USD 5 trillion goal of India to become an economic
superpower based on “Make in India” vision of the nation by 2040 with focus on ease of doing business for
SME in India. The Udyam MSME number allowed MSME to be a legitimate entity and better business
opportunities for SME. In August 2023 ISRO acknowledged the role of SME in the launch of Chandrayaan -3
space mission of India at the South Pole of Moon as per published news.
With the increase of service and technology-based SME organizations there is increase in the number of
professionally qualified and executive, managerial jobs in SME.
There are over 100 new Unicorns in India which is 20% of the Unicorn contribution of the world and 85%
of the Unicorn contribution of Asia. Unicorns employ over 40,000 employees which comprise executives
and professionally skilled employees.
The Ministry of MSME revamped policies to ensure factors of compliance, ease of recovering payments,
funding is facilitated, but the ability to attract, manage and retain talent for SME remains a challenge:
The question which has emerged is:
1. Do SME organizations attract good talent as the first preference for job opportunity at
executive, managerial level?
2. Are SME organizations adopting best practice to manage, retain and grow existing talent in
the organisation?
The importance of employer branding as a tool to attract, retain and manage talent is enhanced by Edwards
(2017) in SME and Unicorn. This challenge has possible impact on business growth for SME. Based on the
MSME report, published reports, industry case studies of attrition at leadership with impact on shareholders
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in organization (exhibit 1 of newspaper cutting) the study was conducted in Delhi NCR, Bangalore, Mumbai
and extended to cities such as Udaipur, Pune. The executive, leadership, managerial cadre such as Owner/
Founder, CEO, MD, Director, COO, VP, GM, Departmental head till manager, team leader in Unicorn and Mid-
Sized companies formed the universe.
Transformational HR areas in attracting, retaining, growing, managing, engaging executive and managerial
level talent which have bearing on productivity and efficiency was basis for this qualitative study with case
study method research to traverse impact of Transformational HR in SME on business growth.
Exhibit 1
Newspaper cutting of challenges
Setting Context - The new trend
Ulrich (1997) opined adopting best practices indicates the quality in which transformational HR practices
evolve. Post-independence SME in India have focused on transactional activities in HR such as compliance,
factory and labor regulations which was necessary due to high industrialization trends.
Post 2015 small and medium enterprises and unicorns in India dominated by technology , service- oriented
businesses which require executive , managerial talent are witnessing talent challenge due to ineffective
Transformational HR practices in employer branding ,talent management practices.
This is a top agenda of concern an opportunity for academia, practicing managers as well investors in 21st
century Cellar-Molina et al., (2019).
1.2. Objectives of the study
The objective of the study are as follows:
1. To study Transformational HR practice in SME, Unicorn
2. To study correlation between Transformational HR practice and Business Growth in SME
1.3. Literature Review
In many journals across the world HR related topics in SME have gained attention Oliveira (2004), Porter
(1996). References of the work and Foundation of Resource Based View (RBV) theory of Barney (1986),
ISSN-L: 0798-1015 • eISSN: 2739-0071 (En línea) - Revista EspaciosVol. 45, Nº 01, Año 2024 Ene-Feb
DAS D. & CHAUDHARY N. «Study of transformational HR practices impact on SME business in India»
Pag. 113
Mahoney (1995) Werner (1984) have referred to the use of the transformational HR tool as a business
enabler by making talent a key resource. HR has a significant impact as a strategic partner to business and
its growth Steel et al. (2002) talent Management through Employer branding is gaining new importance in
an employee-centric climate, where attracting, retaining, and managing talent is a growing challenge
Abdullai & Shafiwu (2014). The specialized aspects of emotional intelligence, competency-based assessment,
and psychometric assessment to assess behavior, personality, and cultural fitment are also needful for
decision-making in small and medium enterprises Stein (2000).
It was opined by Porter (1996) supported by Schneider (1987), the size of the organization has a positive
correlation to the systematic and quality of transformation HR practices Moroka & Uncles (2008), along
with dynamic nature of SME business Santos et al. (2019).
Loosely held Transformational HR practices may work in some SME, Moroka & Uncles (2008), Mitchell
(2002) as SMEs is organized informally in human resource practices is a common assumption Oliveira
(2004), Porter (1996).
Ineffective application of Transformational HR practices causes misdirection and ineffective results and lose
purpose in competitive environment further stated by Schein (1986).
In the Indian economic growth context, it is essential that the company think strategically to survive the
constant changes for business growth, suggests Sunil Mani (2009).
Transformational HR practices should be part of the strategic business growth of the organization. Martin
et al., (2005). Role of manager is key for Transformational HR activities Sousa & Rocha (2019). While many
papers have discussed this aspect in global scenario, but less work has happened post covid 2020 in Indian
SME on Transformational HR. It raises a question on the integrated approach of transformational HR
practices prevalent in small and medium enterprises in India.
Ambule & Barro (1996) propose employer branding as the organization’s efforts to promote itself as
preferred employer supported by Banality (2011), Gamage (2015), Lumpkin & Jerome (2007) since there is
correlation between hiring and the branding of the employer organization, Sees (2017) Cassell et al. (2002)
Wright et al. (2003),which has mediating effect on its organisation performance, Joon & Mclean (2006) and
differentiates amongst competitors, Smith, et al. (2001) to hire better talent, Fitz- Enzi(1990). This has impact
on perception of organisation Ambler & Barrow (1996) and build employer brand and differentiate
themselves from their competitors Backhaus & Teko (2004).
Transformational HR practices are more prevalent in organizations with larger organizations Joshi &
Satyanarayana (2014), Mayhew(2018) than SME Piszczek & Berg (2019). Camara (2011) author of the
attraction-selection-attrition (ASA) model, “different types of organizations attract, select and retain
different types of people” further validated by Sarangi & Nayak (2016) that there is a direct correlation
between the attraction of employees externally and the value system of the organization.
2. Metodology
The methodology proposed is descriptive case study method using mixed quantitative and qualitative
approach. The prevalent HR practices in SME having internal employees and decision-makers at the level
of executive, leadership, and managerial cadre such as Owner/ Founder, CEO, MD, Director, COO, VP, GM,
Departmental head till manager, team leader in Unicorn and Mid-Sized companies based out of Delhi NCR,
Mumbai, Bangalore, Pune , Jaipur formed form the universe.
2.1. Sample, population, data collection:
Primary data through survey was conducted over a sample size of 30 respondents. The questionnaire has
an ordinal and 5-point Likert scale.
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The survey questionnaire had questions to cover all 7 variables - 3 independent and 4 dependent variables.
The reliability was validated through cron bach alpha and was found at very high reliability on all variables.
Table 1
Reliability Test of questionnaire used in case study survey
Variance = 1.02 , Overall Cronbach alpha = 1.42
EB
TM
Bpa
EE
EP-c
EP-ex
SBG
1.32
1.06
1.18
1.32
1.98
1.98
1.1
Table 2
Profile of organizations in case study
Type of Organisation
Manufacturing Organisation34.38%
Sales of Organisation( All figures in INR)
0 to 50cr.-
37.50%
51cr. to 100
cr.
18.75%
101cr. to
200
201cr. to 500
cr.
12.50%
501cr. to 750
cr.
3.12%
750cr. to 1000cr.
3.12%
Over 1000cr.-
18.75%
cr.
6.25%
Position Occupied in the organisation
MD/Founder/Director/
Owner CEO/President/CEO 65.62%
CXO/VP/HOD31.25%
Others3.13%
Number of employees in the organisation
0 to 50
51 to 150
151 to
251 to
501 to
1001 to
2001 to
More than
17%
21%
250
500
1000
200012%
5000
50009%
12%
19%
7%
3%
The response was taken from the business Owner, Director of the company or the CHRO, these are levels who
have a strategic view of business and Transformational HR. The case study has used primary data directly from
the respondents through survey monkey questionnaire using a validated survey questionnaire. Secondary
data available from established and credible published reports was used.
Many news articles on latest published trends in Economic Times , Times of India were also referred . Pooja
Bhatt ( 2018) work on questionnaire was studied .
Table 3
S.
No.
Transformational
HR Area
Activities
Implementation
status
Extent of
implementation
1.
Employer
Branding
Use of digital and website
3.6
Medium
Campus hiring
3
Medium
Interview Experience
3
Medium
Induction and Onboarding
2.86
Low
Job Description, hierarchy
available
4.1
Medium
Skill and role-based
compensation in practice
4.23
Medium
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S.
No.
Transformational
HR Area
Activities
Implementation
status
Extent of
implementation
2.
Talent
Management
KRA of new joiner ready at joining, reviewed monthly
with
feedback
4
Medium
Manager have adequate span of
control
3.83
Medium
Clarity to employee on reporting
relationship
4
Medium
Clear skill and competencies defined and reviewed at
each
level
3.9
Medium
System to identify High Potential
employees
3.26
Medium
Clarity about career growth plan
in next 3 to 5 years
3.43
Medium
Managers trained in IDP
3
Medium
Learning development plans
linked to business for employees
3.13
Medium
Wealth creation opportunity for
employees
3.33
Medium
Increase in employee productivity
3.23
Medium
Increase in profitability
3.1
Medium
3.
Best Practice
adoption
Managers trained in competency-
based hiring skills
3.03
Medium
Psychometric assessment to hire
managerial talent
2.63
Low
Director, owner personally take
session in Induction / Onboarding
3.63
Medium
Managers trained on best
practice of KRA setting
2.86
Low
Benchmarked compensation
practice based upon skills, competencies
3.4
Medium
Agile, adaptive organisation to
changing external business scenario
3.66
Medium
4.
Employee
Engagement
Corelation between staff
interaction experience with customers and business
reviewed
3.53
Medium
Forum of Open communication
with employees
3.6
Medium
Forum to understand behaviours
of self and others
3.7
Medium
Decision making in organisation
basis merit, dialogue
3.6
Medium
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S.
No.
Transformational
HR Area
Activities
Implementation
status
Extent of
implementation
5.
Employee
Perception
current
Trust built with customer due to human interaction
has effect on value and price asked for the
product / service reviewed
3
Medium
Accountability at leadership level
3.33
Medium
6
Employee
perception ex
Ex -employee referral candidates
in organisation
3.8
Medium
Probability of high customer
satisfaction score
3.33
Medium
7
Strategic
Business Growth
Organisation structure based
upon business plan
2.86
Low
People performance, productivity
agenda are part of business reviews
3.36
Medium
People metrics and agenda are
reviewed at Board, CEO level
3.56
Medium
Back up of employees available in
key positions for business continuity
3.6
Medium
Team has capability to adapt and
grow in business scenario
3.23
Medium
Leadership team capability to
grow the business inorganically
3.43
Medium
Corelation between HR practice
and business growth
3.7
Medium
2.2. View and indications
1. Employer Branding: There were four sub parameters which were evaluated through the survey,
elements such as - use of website, campus hiring rigour, interview experience and induction
onboarding were checked.
The survey response brough to the fact that use of website and digital tools to attract talent in SME
was used to a medium extent in 57% SME of service sector and 43% in manufacturing sector with
employees ranging from 100 to 1000 employees in companies of turn over from Rs.150 crore to
Rs.1000crore.
In further discussions it was identified that the “career” page in company website was either
missing or inactive and the use of “career “page on company website was not done actively to
source and seek talent for hiring.
The campus hiring Programme, which is a very common practice in established, large enterprises
was also used only in medium extent and many SME were using campus hiring to attract shop floor
workers. 63% of SME in service sector were not using it or were unsure about its usage in the
turnover range of 200 crore to over Rs.1000 crore with employee base of 200 employees to over
1000 employees. The interview experience feedback of the candidate at all level was practised in a
medium to ineffective extent. 70.8% of the organizations were from service sector with turnover of
Rs. 200 crore to over Rs. 1500 crore having employee size of 200 employees to 1000 employees.
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Formal systems were not in place, but this was gathered through informal methods. Structured
Induction and on boarding for new joiners was practised in a low implementation mode.56% of the
organizations where this was seen is in the manufacturing sector with employee base of 200 to 1000
employees and turnover of Rs. 50 crore to 2000 crore. The interesting part is that in 70% of these
organizations where the practices were absent have HR Head either as family member Director or
an employee. The need to do transformational HR may be a possibility.
2. Talent Management: There were 15 sub parameters which were evaluated through the survey.
These were ranging from Job description, hierarchy, KRA, span of control, reporting
relationship, performance management system, IDP, productivity linked to profitability.
It was observed that an average of 19.6% disagreed, strongly disagreed to the presence of various
practices of Talent Management in their organisations. 36% respondents were from Manufacturing
sector and 63% from Services sector. 63% organizations had upto 200 employees,24% had
employees between 201 to 1000 employees and 12% organizations had employees between 1001
to 2000. 66% respondents were MD/CEO/Founders and 30% were CHRO of organizations. 54%
organizations had turnover upto Rs.100 crores, 18% organizations had turnover between Rs.101 to
Rs.250crores, 27% organizations had turnover from Rs.750 to Rs.2000 crores. The lag points were:
KRA goals finalised of new joiner, review of key parameters, managers trained in IDP, learning path
linked to business, review, assess, develop competencies, clarity about career growth 3 to 5 years
from now. The points of resonance were: JD established, span of control, reporting relationship and
compensation. The areas where no clear response was available were: wealth creation opportunity
for employees, assessing employee productivity and profitability, review of KRA parameters
monthly.
3. Best Practice adoption: There were 5 sub parameters in which the responses were evaluated. On
the parameter of psychometric evaluation for leadership hiring the lack of implementation was
60%. Overall, 7.8% were unclear about the BPA implementation and 9.4% clearly disagreed with
implementation of Best Practices. 3% clearly agreed the implementation of Best Practices. The lag
areas were use of psychometric tools for leadership assessment and managers trained in
interview skills. There was uniform acceptance amongst SME organizations that the organisation
was agile, adaptive, responsive to changes in business scenario.
4. Employee Engagement: There were 3 sub parameters in which the responses were evaluated. 7%
of the respondents were unclear about the implementation of the practices whereas 3%
disagreed with the implementation of Employee Engagement practices. 5% clearly agreed about
Employee Engagement practices being implemented. 3% clearly agreed that employees
understand their behaviour and action. Agreement to open communication was higher than
decision making based upon merit.
5. Employee perception (current): 9% respondents had clearly agreed that the current employee
perception is that the organisation accountability is visible. 12% disagreed and 15% had no clarity
to comment.
6. Employee perception (ex): 9% respondent disagreed that the ex-employees would refer
candidates to the organisation. 24% respondents were not sure, and 27% respondents
strongly agreed that the ex - employees will refer employees to the organisation.
7. Strategic Business Growth: There were 15 parameters to evaluate. 6.2% respondents
disagreed with the implementation of the best practices, whereas 4.13% strongly agreed about
the implementation of the strategic business goals in context to people and HR in business.
9.13% respondents were neutral in their response. The areas of lag and clear disagreement to
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implementation were: Sufficient back up of critical position for business continuity, Capability
of team to adapt to changing business scenario, Capability to grow inorganically, profit growth
compared to competitors, business reviews have people related productivity and performance
indicators, people related metrics are reviewed, HR agenda and department, part of business
planning.
3. Results
The findings in this case study indicates that SME organizations both in manufacturing and services with
different employee strength and turnover have irregular, incomplete implementation of Transformational
HR practices (Khan, H.; Syed, N.; Asim, M. 2013). It also indicates that Transformational HR practices have a
direct business impact in SME organizations. The reason of irregular implementation could be due to lack of
capability inside SME organisation, low knowledge of the benefits (Sunil Mani 2009).
The study highlights and makes it visible that SME organizations lack consistency in Employer Branding, talent
management and other Transformational HR practices (Ambler T. & Barrow S., 1996) HR practices are present,
however the best practice led transformational HR practices get a miss. As per Barrett, R. & Mayson, S. (2007)
transformational HR practices will drive the business growth agenda of SME. The reasons for non-
implementation could be lack of capability, lack of data-based visibility to show impact, low awareness of the
benefits, perceived complexity in adoption inside SME organizations, Not now, maybe later “syndrome.
SME owner founders’ awareness of the best practices and talent, capability to implement it internally within
budget is another reason for inconsistent implementation of Transformational HR practices. (Ulrich, D.&
Brockbank 2005).
53.13% of surveyed SME organizations agreed or strongly agreed to correlate with business growth and HR
practices. However, there is no established model prevalent specifically for SMEs to refer to.
56.25% of these SME organizations are up to INR.100 crores and 59% of them are up to 500 employees,
87.50% of these SME organizations have an HR department and 78.13% have CHRO and head HR.
Various Transformational HR practices which have high impact on business growth such as Induction
Onboarding, psychometric assessment while selecting leadership talent, Managerial training on KRA
setting, organisation structure based upon business plan were found to be clearly low on implementation.
For strategic business growth - capability of team to adapt to changing business scenario, capability to grow
inorganically, non-review of people related metrics for productivity and performance stood out as not being
effectively implemented (Bhardwaj, S.; Jain, A. and Kumar V., 2019) All the above create opportunities to
attract good talent as well to retain employees by making them effective and productive.
After this study the author feels that effective implementation of Transformational HR practices and the
regular review and assessment will have significant benefits to SME business growth.
The findings of the study will be useful contribution in literature review on growth of SME in India through
Transformational HR (Khan, H.; Syed, N.; Asim, M., 2013)
The finding of the study will be of relevance to Ministry Micro Small and Medium Enterprise, Investors, Banks,
institutions looking to fund SME, SME owners, policy makers, industry associations. It will be relevant to
understand what may propel the growth of Indian SME in a digital environment as the nation moves towards
its economic revolution by 2047 (Sunil Mani 2009)
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This may also offer insight for emerging economies as well as to developed economy SME. This study opens the
discussion on why SME must adopt Transformational HR and not just transactional HR for business growth.
(Ulrich, D., & Brockbank, W. 2005)
3.1. Future Research Opportunity
No significant research conducted on HR impact on Indian SMEs across metro cities and executive staff post-
2020.
Pursuant and after this study research in future may be conducted on various aspects amongst the many
elements of transformational HR identified and studied here. The outcome may be used to create more
insights into how SME owners can imbibe transformational HR and its elements to create business
organizations which will have perception at par with big established brands.
4. Conclusions
There is strong validation to suggest that Transformational HR practices to attract talent by
employer branding and talent management to retain talent have direct corelation with SME
business growth. This has been responded by 66% of SME owners in the study. SME are the
backbone of India’s march towards 15trillion dollar economy by 2047 and people with professional
skills in the digital age will be the differentiator. Transformational HR practices will be critical for
the growth of SME to become world-class organizations of Unicorn stature.
4.1. Ethical Consideration
Ethical considerations were always kept in mind throughout the study process. During the data collection
process to respect the respondent's identity certain personal details were made optional. At any given point
in time, the data details were handled only by the author and not delegated to anyone. None of the details
were used elsewhere.
4.2. Disclosure Statement
No potential conflict of interest was reported by the author.
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