Abstract
How true this is for the small retail business today. This chapter will look at the nature of relationships within small retail operations with the aim of showing the reader how the ‘people’ in the organisation, if handled correctly, can be used as an effective weapon in the independent’s battle against the multiples. The comments will be divided into two. First, a discussion of the employees within the business, and secondly, what could be referred to as the ‘Entrepreneurs’ or owner managers’. Although retail owners frequently take a very active role in the day-to-day operation of the business, if they are sole traders or partnerships they are clearly differentiated from their employees and display marked differences in terms of job motivation.
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Notes
Bolton Report (1971) Small Firms: Report of the Committee of Inquiry on Small Firms, Cmnd. 4811 (London: HMSO).
Sparks, L. (1987) ‘Employment in Retailing: Trends and Issues’ in Johnson, G. (ed.) Business Strategy and Retailing (New York: Wiley).
Newby, H. (1977) ‘Paternalism and Capitalism’, in Scase, R. (ed.) Industrial Society Class Cleavage and Control (London: Allen and Unwin).
Purchase, M. (1987) Talking Shop A Handbook for the Small Retailer, National Extension College, Cambridge.
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© 1990 Gary Davies and Kim Harris
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Davies, G., Harris, K. (1990). The People Dimension. In: Small Business. Macmillan Small Business Series. Palgrave, London. https://doi.org/10.1007/978-1-349-20599-8_9
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DOI: https://doi.org/10.1007/978-1-349-20599-8_9
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