title: A secret ingredient for SMEs performance:  Human resource management in cafés and restaurants in Auckland and Waikato, New Zealand

authors: Chairungruang, Saifon

subjects: SMEs

abstract: Though entrepreneurship theory has developed extensively over the last few decades, the drivers behind small business performance are underdeveloped in terms of human resource management (HRM) practices, particularly in café and restaurant businesses. This research has investigated the associations between entrepreneurship, HRM, and firm performance in the context of café and restaurant businesses in the Auckland and Waikato regions in New Zealand. The study used mixed methods: with priority to surveys first and conducting semi-structured interviews in later stage. The quantitative (survey) data comprised matched pairs of 107 small- and medium-sized cafés and restaurants owner/manager and a random employee. In addition, nine owner-manager qualitative interviews were conducted for enhanced understanding of HRM practices and entrepreneurship. 

The research extends empirical evidence into HRM and entrepreneurship of small- and medium sized enterprises, and widens firm performance measures to non-financial outcomes and focuses on the employee by using two data sources: owner/managers and employees. How owner entrepreneurial traits and characteristics, and HRM practices influence not only the firm but the workers provide unique insights to the field.
The findings show the statistical significance of positive relationship of entrepreneurial traits, skills and motivation, and employee outcomes. The finding also identified the statistical significance of small size in the effect of a direct positive relationship between the HRM practices and service climate reported by owner/managers. 

The study provides recommendations for future research, and implications for practice for small business owners/managers and policy-makers by suggesting how entrepreneurship and HRM can be linked to firm performance: improved communication, role of owner/entrepreneurs in HRM, and importance of flexi-time practice in cafés and restaurants.

text: A secret ingredient for SMEs performance:  Human resource management in cafés and restaurants in Auckland and Waikato, New Zealand Though entrepreneurship theory has developed extensively over the last few decades, the drivers behind small business performance are underdeveloped in terms of human resource management (HRM) practices, particularly in café and restaurant businesses. This research has investigated the associations between entrepreneurship, HRM, and firm performance in the context of café and restaurant businesses in the Auckland and Waikato regions in New Zealand. The study used mixed methods: with priority to surveys first and conducting semi-structured interviews in later stage. The quantitative (survey) data comprised matched pairs of 107 small- and medium-sized cafés and restaurants owner/manager and a random employee. In addition, nine owner-manager qualitative interviews were conducted for enhanced understanding of HRM practices and entrepreneurship. 

The research extends empirical evidence into HRM and entrepreneurship of small- and medium sized enterprises, and widens firm performance measures to non-financial outcomes and focuses on the employee by using two data sources: owner/managers and employees. How owner entrepreneurial traits and characteristics, and HRM practices influence not only the firm but the workers provide unique insights to the field.
The findings show the statistical significance of positive relationship of entrepreneurial traits, skills and motivation, and employee outcomes. The finding also identified the statistical significance of small size in the effect of a direct positive relationship between the HRM practices and service climate reported by owner/managers. 

The study provides recommendations for future research, and implications for practice for small business owners/managers and policy-makers by suggesting how entrepreneurship and HRM can be linked to firm performance: improved communication, role of owner/entrepreneurs in HRM, and importance of flexi-time practice in cafés and restaurants.

year: 2016

title: Factors that sustain curriculum leaders in the profession: Perspectives of secondary school agricultural and horticultural science teachers in New Zealand

authors: Low, Coadette Sandra

subjects: Agricultural and Horticultural Science

abstract: With the primary industries being of national significance to the New Zealand economy, it is experienced and passionate Agricultural and Horticultural Science teachers who are needed to engage, motivate, and inspire the next generation coming through. These teachers lead learning in and out of the classroom but are also actively involved in various leadership roles that have an impact on the subject. They are curriculum leaders. It is important to understand what factors motivate and sustain their professional work, and remain in the profession. 

Through the positive lens of appreciative inquiry, a mixed-method approach was used with this research. Data collection was broken down into two phases. Phase One, an online questionnaire, which allowed for insight to be gathered from a wide range of respondents and Phase Two, semi-structured interviews which allowed for a deeper understanding through individual narratives. 

The findings from this research highlighted that the main factors that sustain these curriculum leaders is the relational aspect with the students - being part of their successes, journey and inspiring them, but also the absolute relevance of the subject content. When starting out teaching the subject, a good support network, particularly a mentor, is critical for success. Continued support is crucial for ensuring that these curriculum leaders are supported throughout their journey, regardless of their career stage, and the support received will influence motivation, engagement, and job satisfaction. No career comes without challenges and constraints with the main ones being identified as the imbalanced ratio between workload and hours in the day, and curriculum perception from the senior leadership team and colleagues.

The senior leadership team has a large influence on school culture and job satisfaction and therefore retention rate. Those leaders who embrace transformational and relational leadership attributes develop trust relationships, support their staff, and allow teachers to have agency and autonomy to lead the curriculum within the subject. Strategies to address motivation and engagement in teachers are transferable, and therefore could be implemented across all curriculum areas.

text: Factors that sustain curriculum leaders in the profession: Perspectives of secondary school agricultural and horticultural science teachers in New Zealand With the primary industries being of national significance to the New Zealand economy, it is experienced and passionate Agricultural and Horticultural Science teachers who are needed to engage, motivate, and inspire the next generation coming through. These teachers lead learning in and out of the classroom but are also actively involved in various leadership roles that have an impact on the subject. They are curriculum leaders. It is important to understand what factors motivate and sustain their professional work, and remain in the profession. 

Through the positive lens of appreciative inquiry, a mixed-method approach was used with this research. Data collection was broken down into two phases. Phase One, an online questionnaire, which allowed for insight to be gathered from a wide range of respondents and Phase Two, semi-structured interviews which allowed for a deeper understanding through individual narratives. 

The findings from this research highlighted that the main factors that sustain these curriculum leaders is the relational aspect with the students - being part of their successes, journey and inspiring them, but also the absolute relevance of the subject content. When starting out teaching the subject, a good support network, particularly a mentor, is critical for success. Continued support is crucial for ensuring that these curriculum leaders are supported throughout their journey, regardless of their career stage, and the support received will influence motivation, engagement, and job satisfaction. No career comes without challenges and constraints with the main ones being identified as the imbalanced ratio between workload and hours in the day, and curriculum perception from the senior leadership team and colleagues.

The senior leadership team has a large influence on school culture and job satisfaction and therefore retention rate. Those leaders who embrace transformational and relational leadership attributes develop trust relationships, support their staff, and allow teachers to have agency and autonomy to lead the curriculum within the subject. Strategies to address motivation and engagement in teachers are transferable, and therefore could be implemented across all curriculum areas.

year: 2023

title: The alienation of the Opuatia block: A GIS case study report written for Counting our Tūpuna

authors: Whitehead, Jesse

abstract: This report provides an analysis and visualisation of the fragmentation and alienation of the Opuatia block (Opuatia hereafter), as well as changes in its ownership and geographic structure since 1866.
The three main aims are to quantify the amount of Opuatia remaining in Ngāti Tiipa ownership at the end of each decade, identifying critical moments in time, and highlighting the processes through which Opuatia was alienated and fragmented. These questions are addressed through a bespoke method that was developed to link data from several sources. These include (but are not limited to) historic records of land alienation, held by the Māori Land Court, and geospatial information available through Land Information New Zealand.
The key findings show that approximately 94% of the original Opuatia has been alienated, with only small parcles of land remaining in Ngāti Tiipa ownership. The late 1890s and early 1900s were a criticial period where over 80% of alienations were carried out. The results inidcate that the Crown was a key driver of this process, directly alienating more than 18,000 acres from Opuatia, much of which was taken on a single day in 1896. Individual settlers were responsible for most other alienations, and some of the same names appear several times in the historical record as settler families alienated clusters of land to build up significant stakes in the area. Finally, another result of this report is the method itself, which outlines an approach for tracing a defined block of land through the Native Land Court and linking this information to geospatial datasets.
The limitations of this report include the poor interoperability of key data sources, and the barriers that this presents to other hapū or organisations who may want to replicate this work. A more detailed investigation of archival records is required to examine the specific reasons behind why each parent block, and the subdivisions with them, was alienated from Ngāti Tiipa ownership.

text: The alienation of the Opuatia block: A GIS case study report written for Counting our Tūpuna This report provides an analysis and visualisation of the fragmentation and alienation of the Opuatia block (Opuatia hereafter), as well as changes in its ownership and geographic structure since 1866.
The three main aims are to quantify the amount of Opuatia remaining in Ngāti Tiipa ownership at the end of each decade, identifying critical moments in time, and highlighting the processes through which Opuatia was alienated and fragmented. These questions are addressed through a bespoke method that was developed to link data from several sources. These include (but are not limited to) historic records of land alienation, held by the Māori Land Court, and geospatial information available through Land Information New Zealand.
The key findings show that approximately 94% of the original Opuatia has been alienated, with only small parcles of land remaining in Ngāti Tiipa ownership. The late 1890s and early 1900s were a criticial period where over 80% of alienations were carried out. The results inidcate that the Crown was a key driver of this process, directly alienating more than 18,000 acres from Opuatia, much of which was taken on a single day in 1896. Individual settlers were responsible for most other alienations, and some of the same names appear several times in the historical record as settler families alienated clusters of land to build up significant stakes in the area. Finally, another result of this report is the method itself, which outlines an approach for tracing a defined block of land through the Native Land Court and linking this information to geospatial datasets.
The limitations of this report include the poor interoperability of key data sources, and the barriers that this presents to other hapū or organisations who may want to replicate this work. A more detailed investigation of archival records is required to examine the specific reasons behind why each parent block, and the subdivisions with them, was alienated from Ngāti Tiipa ownership.

year: 2021