Strategic Initiatives for Humanized Management for Smes to Support Sustainable Development Goals (SDGS)

Objective: The study aims to (1) explore the problems of humanized management, (2) identify the factors associated with humanized management, and (3) propose strategic initiatives for humanized management for small and medium-sized enterprises (SMEs) in Bishan, Chongqing. Theoretical Framework: The research draws on Theory Y, Theory Z, and Leader-Member Exchange Theory (LMX). Method: Both qualitative and quantitative approaches were used. First, the problems of humanized management were gathered through qualitative interviews with 8 CEOs and analyzed using thematic analysis. Second, the descriptive analysis and Confirmatory Factor Analysis (CFA) were used to analyze the 5-point Likert scale questionnaires gathered from 388 SME employees. Third, three experts were consulted for strategic initiatives for humanized management. Results and Discussion: The problems in humanized management included Team Cohesion, Welfare, and Fairness. CFA results indicated that 9 variables significantly influenced humanized management, including Recognize an Employee's Potential, Self-Control, Team Cohesion, Employee Participation, Mutual Respect, Responsibility, Working Relationship, Leader Expectation, and Team Support, with the first 3 being most important. The strategic initiatives suggested by 3 experts were provided to enhance humanized management. Research Implications: The emphasis on recognizing an employee’s potential, promoting self-control, fostering team cohesion, addressing welfare, and ensuring fairness collectively supports SDG 8: Decent Work and Economic Growth. Originality/Value: Besides 9 significant variables from Theory Y, Theory Z, and LMX, two additional variables, Welfare and Fairness, significantly impacted humanized management in SMEs in Bishan, Chongqing. The strategic initiatives for humanized management for SMEs to support SDGs were given.