Whereas family-owned SMEs investing in human resource management practices, such as training and development, depend on the organization's level of performance, even if they recognize the value of its importance (Reid and Adams, 2001). This indicates that the organization's performance level and affordability can also be integral factors in determining the implementation of human resource management practices within a company. There is a vast amount of literature revolving around the positive effects of high-commitment human resource management practices on organizational performance, but there is still little evidence to evaluate and substantiate the effects on individual workers (Williams, 2004). Boselie, Dietz and Boon (2005, p.81) argue that, due to the “wide variety of methods used to measure” the link between HRM and performance, various different studies make comparison difficult