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.

Reflections of Human Resource Practices in Family Business

2022 ◽  
pp. 1928-1943
Author(s):  
Büşra Müceldili ◽  
Berivan Tatar
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Family Firms ◽  
Management Practices ◽  
Human Resource Practices ◽  
Resource Managers ◽  
The Family ◽  
Human Resource Management Practices

Although much has been discussed about human resource management practices in large organizations, studies in the family firms' context are nascent in the literature. To better understand human resource management practices in the context of family firms, this study performed interviews on three experienced and successful family firm owners and human resource managers. The research findings reveal that family firms have professionalized, formalized, and employee-oriented perspective in their human resource practices. This study also showed that the new generations in the family are more aware of the importance of human resources and reflect this perspective to their human resource practices. Besides, employees' organizational justice perception is strengthened by considering equality between family and non-family employees in human resources practices. Implications of these results for practice and further research are discussed.

Reflections of Human Resource Practices in Family Business

2021 ◽  
pp. 1-16
Author(s):  
Büşra Müceldili ◽  
Berivan Tatar
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Family Firms ◽  
Management Practices ◽  
Human Resource Practices ◽  
Resource Managers ◽  
The Family ◽  
Human Resource Management Practices

Although much has been discussed about human resource management practices in large organizations, studies in the family firms' context are nascent in the literature. To better understand human resource management practices in the context of family firms, this study performed interviews on three experienced and successful family firm owners and human resource managers. The research findings reveal that family firms have professionalized, formalized, and employee-oriented perspective in their human resource practices. This study also showed that the new generations in the family are more aware of the importance of human resources and reflect this perspective to their human resource practices. Besides, employees' organizational justice perception is strengthened by considering equality between family and non-family employees in human resources practices. Implications of these results for practice and further research are discussed.

The relationships between Human Resource Practices on Employee Retention in Malaysian Industrial Settings

2013 ◽  
Vol 1 (2) ◽  
pp. 09-20
Author(s):  
Kim Lian Lee ◽  
Sarvanan Singram ◽  
Christopher Luke Felix
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Employee Retention ◽  
Management Practices ◽  
Human Resource Practices ◽  
Manufacturing Companies ◽  
Hrm Practices ◽  
Human Resource Management Practices

Objective - The study explores the relationships between human r esource management practices on employee retention in Malaysian industrial setting s . The human resource management practices such as selection, training and development, performance appraisal and reward were considered in this study as the main factors that impact the employee retention in an organization Methodology/Technique - All d ata used in th is study consist s of respondents of executives and managers in manufacturing companies located in Klang Valley, Malaysia. Data processing and statistical analyses were mainly carried out using SPSS. Reliability test was used to check the con sistency and dimensionality of the scale items. P e a rson Intercorrelation was used to measure the associations among the human resource practices and employee retention and Multiple Regression Analysis to check the criterion - related validity of the scale i tems and to complement the correlation results. Findings - Data from 151 respondents from various industries show ed that the reward was most correlated with employee retention. This is followed by performance appraisal, in which fair and inclusive appraisa l leads to better retention. On the contrary, selection was found to have least significance relationship with employee retention. Novelty - The contribution of the study is in asserting some findings for human resource manager to understand the importanc e of an effective HRM practices on employee retention in the manufacturing industry. Apart from that, this research provides an understanding of some important elements in human resource management practices that are more effective in employee retention. Type of Paper - Empirical Type of Paper - HRM Practices; Employee Retention; Relationship; Significance .

Friends or Foe?

2022 ◽  
pp. 1412-1435
Author(s):  
Rosalba Manna ◽  
Rocco Palumbo ◽  
Massimiliano Pellegrini
Keyword(s):  
Resource Management ◽  
Business Ethics ◽  
Human Resource Management ◽  
Human Resource ◽  
Family Firms ◽  
Management Practices ◽  
Ethical Challenges ◽  
Human Resource Management Practices ◽  
Push Forward

Scholars have argued that business ethics is a crucial ingredient for the successful recipe of human resource management. However, little is known about the factors that trigger an organizational commitment towards the promotion of an ethical approach in crafting human resource management practices. This is especially true for family firms, whose ethical slant in devising human resource management practices has been under-researched. This chapter intends to push forward our knowledge in the field of business ethics investigating the role of familiness in determining ethically-rooted human resource management practices among small and medium-sized enterprises. More specifically, the authors investigated how awareness of business ethics issues and formalization of human resource management policies and practices affect the SMEs commitment to ethics. Family firms were found to be aware of the ethical challenges that characterize human resource management; however, no evidence was retrieved about the role of familiness in triggering an ethical commitment in managing human resources.

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.

scholarly journals The Role of Organizational Culture and Human Resource Management Practices in Strengthening the Effect of Leadership on Knowledge Sharing (A Study at Ngudi Waluyo General Hospital, Wlingi, Blitar, East Java, Indonesia)

2016 ◽  
Vol 1 (1) ◽  
pp. 72-80
Author(s):  
Armanu Thoyib ◽  
Noermijati Noermijati ◽  
Nadiyah Hirfiyana Rosita
Keyword(s):  
Organizational Culture ◽  
Resource Management ◽  
Human Resource Management ◽  
Knowledge Sharing ◽  
General Hospital ◽  
Human Resource ◽  
Management Practices ◽  
Human Resource Practices ◽  
Human Resource Management Practices

Objective - The results of previous studies showthat leadership has a positive effect on knowledge sharing. However, there was a lack of studies which could prove that organizational culture and human resource practices can strengthen the effect of leadership on knowledge sharing. The objective of this study isto explain the role of organizational culture and human resource practices as moderating variables for the effect of leadership on knowledge sharing. Methodology/Technique - The study was conducted at the Ngudi Waluyo General Hospital, Wlingi, Blitar, East Java, Indonesia. The number of respondents were 55 nurses. The WarpPLS program was utilized to obtain analysis of the study. Findings – The results of the study showthat both organizational culture and human resource practices are not strong enough to serve as moderators for the effect of leadership on knowledge sharing. Novelty - This study shares the idea that both organizational culture and human resource management practices cannot serve as moderating variableswhich can affect transformational leadership in health service organizations. In this case, the nurses' knowledge sharing. This study also generated an advanced idea for verification. Type of Paper - Empirical Keywords: Leadership, Knowledge Sharing, Organizational Culture, Human Resource Management Practices, Nurse. JEL Classification: M12, M14.

Friends or Foe?

2021 ◽  
pp. 121-144
Author(s):  
Rosalba Manna ◽  
Rocco Palumbo ◽  
Massimiliano Pellegrini
Keyword(s):  
Resource Management ◽  
Business Ethics ◽  
Human Resource Management ◽  
Human Resource ◽  
Family Firms ◽  
Management Practices ◽  
Ethical Challenges ◽  
Human Resource Management Practices ◽  
Push Forward

Scholars have argued that business ethics is a crucial ingredient for the successful recipe of human resource management. However, little is known about the factors that trigger an organizational commitment towards the promotion of an ethical approach in crafting human resource management practices. This is especially true for family firms, whose ethical slant in devising human resource management practices has been under-researched. This chapter intends to push forward our knowledge in the field of business ethics investigating the role of familiness in determining ethically-rooted human resource management practices among small and medium-sized enterprises. More specifically, the authors investigated how awareness of business ethics issues and formalization of human resource management policies and practices affect the SMEs commitment to ethics. Family firms were found to be aware of the ethical challenges that characterize human resource management; however, no evidence was retrieved about the role of familiness in triggering an ethical commitment in managing human resources.

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