4.1. Inflfluence of size SMEs inclu

4.1. Inflfluence of size SMEs includes fifirms of various sizes with varying degrees of complexity in management organization and practices (Kotey & Slade, 2005). Because of the need for flflexibility in SMEs (Cardon & Stevens, 2004; May 1997) job assignments are rarely stable and people need to move quickly from role to role. In addition, a large number of employees perform multiple roles with unclear boundaries and job responsibilities (Hanks & Chandler, 1994; May 1997). Assessing Person-Job fifit would be diffificult in such a scenario of broad overlapping roles with no formal job descriptions and no stable job assignments. At the same time what matters most is to have candidates with fifirm specifific capabilities and commitment to the fifirm. “The initial phase leading to resource generation, in which the fifirst products are developed and a market base established demands major effort and succeeds only where there is mutual commitment” (Garnsey, 1998: 535). Hence, it could be argued that SMEs pay a lot of attention to non-job related factors like the match in norms, values, beliefs of the applicant with that of the organization (Williamson et al., 2002). This would require a fifirm to assess the fifit of the potential recruit to the overall fifirm and is reflflected in Person-Organization fifit (Sekiguchi,2007). As an organization becomes larger, broad overlapping roles gives way to more specialized roles, as the structure evolves and adopts a more functional form (Blau, 1970). A larger organizational size is generally characterised by greater differentiation and higher task specialization (e.g. Blau, 1970; Child, 1973; Pugh et al., 1969). The difference in structural complexity between very small and medium-sized fifirms is much higher than the differences between medium-sized and very large fifirms. This means that as an organization evolves in size from very small to medium, there is a rapid addition to specialized jobs, hierarchical levels and functional divisions creating problems in communication and co-ordination (Blau, 1970). One of the means to reduce these problems is by formally specifying who needs to do what in the form of job descriptions and these formal job roles are found to be steadily put in place as the organization grows in size (Kotey & Slade, 2005; Rutherford et al., 2003). Further, as the SME becomes larger the percentage of employees who are multi-skilled becomes less (Kotey & Slade, 2005). This could be a reflflection not only of the ability to specify jobs more accurately with formal job descriptions but also reflflects the increasing need to have specialists in those jobs. Hence it is proposed that for small SMEs, job applicants who have a greater degree of person-organization fifit would be considered talent whereas when the SME grows in size, job applicants who have a greater degree of person-job fifit would be considered as talent and would be more attractive to the fifirm. Hypothesis 1. SME size impacts the characteristics of talent through the fifit desired in potential employees such that, Hypothesis 1a. PO fifit would be weighted more heavily for a small sized SME than for a large sized SME. Hypothesis 1b. PJ fifit would be weighted more heavily for a large sized SME than for a small sized SME.