Leveraging People Management Practices in Micro and Small Enterprises: Perspectives and Opportunities on their Leaders’ Lived Experiences

My study examined how micro and small enterprise (MSE) leaders carry out human resource (HR) responsibilities in the absence of formal structures. I used qualitative research, specifically, interpretative phenomenological analysis (IPA) to understand the lived experiences of ten MSE owners directly managing employees. To surface their HR practices, deeper narratives influencing their HR approaches, and meanings they associate with HR responsibilities, I conducted semi-structured interviews. I found out that their HR practices currently revolve around informal talent acquisition, learning, managing performance, total rewards and retention. Characterized as relationship-centric, adaptive and morally guided, their HR approaches are primarily based on trust, empathy and stewardship rather than formal systems. My superordinate theme, All the Care, captured their meaning-making of HR, highlighting stewardship across employees, business, and community. Nevertheless, conflicts and gaps likewise surfaced. I developed the Employee Stewardship and Shared Responsibility Framework, with five components: leading, engaging, adapting, developing, and continuing. Informal HR practices among MSEs implied unconscious strategic intent grounded in humanistic leadership. My study highlighted a call for localized HR toolkits, mentorship and collaborative capacity-building initiatives tailored to MSE contexts.