Human Resource Management in Family Businesses

2020 ◽  
pp. 121-135
Author(s):  
Veland Ramadani ◽  
Esra Memili ◽  
Ramo Palalić ◽  
Erick P. C. Chang
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Family Businesses

HRM Practices and Problems in Family-Owned SMEs

2014 ◽  
pp. 113-130
Author(s):  
Burcu Özge Özaslan Çalişkan
Keyword(s):  
Resource Management ◽  
Literature Review ◽  
Human Resource Management ◽  
Human Resource ◽  
Family Businesses ◽  
Hrm Practices ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Modern Knowledge

In exchange for the need for more highly trained employees, there is not enough qualified labor in the market. Small- and Medium-Sized Enterprises (SMEs) play an important role in the economies of countries because of their characteristics about generating employment. Effective Human Resource Management (HRM) is becoming increasingly important in the modern knowledge-based economy and vital for the success of small- and medium-sized enterprises. However, there are few studies concerning HRM practices of SMEs. The purpose of this study is to analyze the current HRM practices of SMEs, especially which are family businesses, and to identify HRM practices and the problems within these SMEs. With the help of the literature review, helpful suggestions about HRM practices are developed for SMEs.

scholarly journals Comparison of Human Resource Management in Slovenian Family and Non-Family Businesses

Organizacija ◽  
2009 ◽  
Vol 42 (6) ◽  
pp. 246-254 ◽  
Author(s):  
Iztok Kopriva ◽  
Mojca Bernik
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Family Firms ◽  
Management Practices ◽  
Research Question ◽  
Family Businesses ◽  
Developed Economies ◽  
Internal Relationships ◽  
Special Case

Comparison of Human Resource Management in Slovenian Family and Non-Family BusinessesThe room to reach a competitive advantage in today's dynamic world, companies have in unutilized and even unknown human abilities of own employees. Treatment of people at work in large organizations is well analyzed, but little focus is directed at small and medium-sized enterprises. This is particularly true for family businesses. Small and medium-sized enterprises are largely owned by individual families and are an extremely important part of developed economies. Complexity of internal relationships and interplay between the two systems: families and businesses, which often lead to conflicts in interaction, however, is the reason that many managers and professionals are not willing to work in family businesses. It is justified to set the research question; Are we obligate to treated family businesses as a special case when considering the management of people at work? This paper presents the need to address the family businesses as a special case. In a successful and long living family businesses undoubtedly are closely and carefully working with the employees. It is little known about dealing with people in a Slovenian family businesses and how management practices differ from non-family firms. Based on the study of literature and conclusions from a qualitative empirical study the differences are presented in this article. There are also presented differences in practices of dealing with people at work in foreign and Slovenian non-family and family businesses. At the end there are exposed a good practices of each type of business and recommendations for their use.

Human Resource Management in the Family Business Context

2021 ◽  
pp. 457-477
Author(s):  
Eleni Stavrou
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Family Business ◽  
Family Businesses ◽  
Institutional Constraints ◽  
Business Context ◽  
Institutional Settings ◽  
Theoretical Perspectives ◽  
The Family

Family businesses seem to have unique characteristics that make them different from nonfamily firms and, even though this phenomenon is understudied, they seem to differ substantially from nonfamily firms in the ways they handle human resource management (HRM). This chapter focuses on three key theoretical perspectives, namely, the resource-based view of the firm, institutional perspectives, and stakeholder analyses, to advance understanding of HRM in family-owned organizations. First, looking at the direct relationships between strategic HRM and distal competitive outcomes, the family business context seems to fall short compared to the non–family business context. However, when adding moderators, some relationships change, raising questions as to the appropriateness of extant theorizations of competitive advantage across organizational institutional settings. Second, family businesses seem to pay special attention to certain stakeholders when compared to their nonfamily counterparts, creating the need to explicate the reasons behind such emphasis. Third, family businesses seem to be affected by certain institutional constraints and enablers, necessitating their study in greater depth and the reasons behind their effects. Given these results, this chapter proposes a line of research devoted to the study of HRM in family business in its institutional context, also looking at the antecedents and the effects of such practices.

HRM Practices and Problems in Family-Owned SMEs

2016 ◽  
pp. 2304-2322
Author(s):  
Burcu Özge Özaslan Çalişkan
Keyword(s):  
Resource Management ◽  
Literature Review ◽  
Human Resource Management ◽  
Human Resource ◽  
Family Businesses ◽  
Hrm Practices ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Modern Knowledge

In exchange for the need for more highly trained employees, there is not enough qualified labor in the market. Small- and Medium-Sized Enterprises (SMEs) play an important role in the economies of countries because of their characteristics about generating employment. Effective Human Resource Management (HRM) is becoming increasingly important in the modern knowledge-based economy and vital for the success of small- and medium-sized enterprises. However, there are few studies concerning HRM practices of SMEs. The purpose of this study is to analyze the current HRM practices of SMEs, especially which are family businesses, and to identify HRM practices and the problems within these SMEs. With the help of the literature review, helpful suggestions about HRM practices are developed for SMEs.

Emotional Capital and Sustainability in Family Businesses

2017 ◽  
pp. 231-250 ◽  
Author(s):  
José Ignacio Elicegui-Reyes ◽  
Jesús Barrena-Martínez ◽  
Pedro M. Romero-Fernández
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Family Businesses ◽  
Environmental Aspects ◽  
Generational Change ◽  
Theoretical Terms ◽  
Management Function ◽  
Key Factor ◽  
Emotional Capital

Currently, family businesses are facing huge competition and economic difficulties aggravated further by the present crisis in which companies are immersed. Additionally, the lack of a specialized human resource management function in these kinds of firms makes an efficient process of generational change difficult, which represents a major challenge for the sustainability of these organizations. The links between family and their emotional ties are, in this regard, an important aspect to consider in human resource management. This chapter examines, in theoretical terms, how emotional capital can be a key factor, not only for attracting and retaining talent, but also for ensuring competitiveness in economic, social and environmental aspects, and therefore its sustainability, understood as a balance of economic, social and environmental performances.

Process for Maintaining Trust Between CEO of Family Businesses and Partners

2021 ◽  
pp. 62-82
Author(s):  
Stephanie Clothilda Lezama-Rogers ◽  
Severine Sophie Le Loarne-Lemaire
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Case Studies ◽  
Human Resource ◽  
Family Firms ◽  
Family Businesses ◽  
Personal Relationship ◽  
Management Process ◽  
The Family ◽  
The Relationship

In this chapter, the authors propose to widen the perspective of human resource management within family businesses by considering the organization as not only one venture but a set of ventures. The authors select case studies to illustrate the process for maintaining trust between CEO of family businesses and partners. The cases showed that regardless of the family firms' ownership and size, the personal relationship was more important to keep the relationship than agreements sanctioned by formalized operation and contracts. The story of the three cases allows the authors to identify a human resource management process of trust maintenance between three inter-family firm relationships.

scholarly journals Human resource practices and performance in small Spanish wineries, and their evolution with age and size

2020 ◽  
Vol 35 (2) ◽  
pp. 107-119 ◽  
Author(s):  
Juan R. Ferrer ◽  
Silvia Abella-Garcés ◽  
María T. Maza-Rubio
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Family Firms ◽  
Management Practices ◽  
Family Businesses ◽  
Bayesian Regression ◽  
Human Resource Practices ◽  
Small Family ◽  
Human Resource Management Practices

This research aims to cover the existing gap in knowledge regarding human resource management practices in winery businesses. Three of the most important practices in this field - recruitment and selection, training and development, and remuneration - and their relationship with performance in small family and non-family wineries as well as the differences in those businesses’ behaviours according to their age and size were analysed. The analysis was based on a 2016 database containing 339 Spanish wine sector SMEs, and a multivariate Bayesian regression methodology was applied. The results demonstrate a lower level of human resource management practices in small family businesses and a stronger relationship with performance than in non-family businesses. The results also show that human resource management varies according to the age and size of the company, indicating an inverted U-shaped relationship with size. On the one hand, these results highlight the importance of human resource practices in the environment of a small winery. These practices have not usually been considered as drivers of performance in small family firms. On the other hand, the results can be useful for the managers of such firms, both in the wine industry and in general, as they highlight the human resource practices that could improve the performance of those entities. The paper contributes to filling the existing gap in the literature related to small family businesses.

scholarly journals Emotional Capital in Family Businesses: Decisions from Human Resource Management Perspective

10.5772/68103 ◽  
2017 ◽  
Author(s):  
Jesus Barrena-Martinez ◽  
Rocio Gomez-Molinero ◽  
Macarena López-Fernández ◽  
Pedro M. Romero-Fernandez
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Family Businesses ◽  
Management Perspective ◽  
Emotional Capital
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