Svitlana Lukash, PhD (Economics), Associate Professor of Public Management and Administration Department, Sumy National Agrarian University

ORCID: 0000-0003-1948-7683
e-mail: svitlana.lukash@snau.edu.ua

Larysa Kalachevska, Professor (Economics), Professor of Public Management and Administration Department, Sumy National Agrarian University

ORCID: 0000-0001-7090-2518
e-mail: larysa.kalachevska@snau.edu.ua

Zhang Yihan, PhD student speciality 073 Management, Sumy National Agrarian University

ORCID: 0009-0003-9628-4342
e-mail: 867961054@qq.com

Management of Human Resource Development in Small and Medium-Sized Enterprises: a Comparative Study of China and Ukraine

Abstract. Introduction. In the context of globalisation, digital transformation, and increasing labour market competition, human resources have become a key strategic asset for small and medium-sized enterprises (SMEs). Effective human resource development management significantly influences enterprise competitiveness, innovation capacity, adaptability, and long-term sustainability. SMEs play an important role in economic systems by creating jobs, supporting entrepreneurship, stimulating innovation, and contributing to regional development. However, SMEs in different countries face various challenges related to recruitment, employee retention, professional development, and the implementation of modern HRM practices. Chinese SMEs are characterised by flexible HR systems and active digitalisation of HR processes, while Ukrainian SMEs possess strong educational potential but face labour migration, uneven human capital distribution, and insufficient integration of international HRM standards.

Purpose. The purpose of the study is to analyse the current state and specific features of human resource development management in SMEs in China and Ukraine through a comparative approach. The research aims to identify similarities and differences in HRD systems, assess the influence of economic and institutional factors on HRM practices, and substantiate directions for improving human resource development to enhance enterprise competitiveness and sustainable development.

Results. The study identifies that Chinese SMEs demonstrate high flexibility in recruitment and workforce management, actively use digital HR technologies, and rapidly adapt to changing market conditions. However, they also face high employee turnover, strong competition for skilled personnel, and regional labour disparities. Ukrainian SMEs benefit from a relatively high level of workforce education and professional qualifications, but their HRD effectiveness is limited by insufficient investment in employee training, labour migration, and weak implementation of modern HRM practices. The comparative analysis reveals both common and country-specific characteristics of HRD systems and highlights the importance of digitalisation, professional development, lifelong learning, and diversified motivation systems in strengthening SME competitiveness.

Conclusions. The research confirms that effective human resource development management in SMEs depends on a balanced combination of internal management practices and adaptation to external economic and institutional conditions. The study substantiates the necessity of strengthening enterprise–education cooperation, improving professional training systems, implementing modern motivational mechanisms, and expanding digital HR solutions to increase SME competitiveness and workforce sustainability.

Keywords: small and medium-sized enterprises; human resource development; human resource; managemen; competitiveness; talent management;  motivation; comparative analysis.

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