Strength-based approaches for small businesses: analysis from employees and managers in Western Australian motor vehicle industry

Abstract

Purpose The authors wanted to find out if small businesses adopted strengths-based approaches and whether they were beneficial Design/methodology/approach The interviewees came from small businesses in Western Australia with between five and 19 employees in the motor vehicle industry where there are high-value products. There were 30 participants from 17 businesses, including owners, managers and employees, such as technicians, mechanics and tire fitters. Data was gathered using semi-structured face-to-face interviews of about 40 minutes. Findings The researchers found that the managers used an SBA to select employees during periods of temporary employment. But they did not use an SBA for employee selection during interviews, training or performance evaluations. Originality/value The authors said it was the first empirical study of the SBA in small businesses. It had practical lessons for businesses. First, the data suggested poor awareness of SBA by managers and many need practical guidance from small business advisors. Second, managers found it hard to assess strengths and relied on observations. Software tools could help. Finally, the characteristics of small businesses could help them adopt the new approach. These include lots of face-to-face interaction between managers and employees.