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Human resource controlling (HRC) is effectively utilized in larger corporations but remains underused in small and medium-sized enterprises (SMEs). This thesis investigates the components and potential strategies for implementing HRC in SMEs, employing a mix of academic literature review and insights from expert interviews. The findings suggest that a structured controlling process—encompassing goal setting, performance measurement, variance analysis, and corrective actions—can significantly improve both effectiveness and efficiency in HRM within SMEs.

Essay from the year 2011 in the subject Business economics - Personnel and Organisation, grade: 1,3, International University of Applied Sciences Bad Honnef - Bonn (International Management), course: International Human Resource Management, language: English, abstract: Introduction Designate a person a loser and he will behave like one. But why is it, that some managers are not aware of the severe consequences treating their employees like that? Is it because of a deficit in managing people within an opposed cultural working environment or is it because of an inconvenient HRM strategy? Skinner, B. (1971) argued, that people are simply a product of the stimuli they get from the external world. Interestingly, negative reinforcement causes behavioral change in undesirable ways, whereas positive reinforcement causes rather intended change. General management is therefore not only accountable for defining such stimuli according the corporate strategy, but also its degree of involvement is a prerequisite for a successful HRM (Baron, J. & Kreps, D., 1999).