Utilizing Technology to Enhance Human Resource Practices

2022 ◽  
pp. 588-605
Author(s):  
Kelly M. Torres ◽  
Aubrey Statti
Keyword(s):  
Human Resource ◽  
Return On Investment ◽  
Family Firms ◽  
Modern Technology ◽  
Appropriate Technology ◽  
Human Resource Practices ◽  
Technological Evolution ◽  
Hr Management ◽  
Emerging Trends ◽  
Present Opportunity

HR management departments are constantly evolving as a result of new technological advancements. For family HR firms, this technological evolution is vital in ensuring that they remain innovative and current with their competitors. Technology has impacted how companies recruit, retain, and evaluate employees. However, in order to ensure that technology is effectively and accurately adopted and integrated, companies need to understand how they can employ technology to enhance their daily operations and implement tools that provide an adequate return on investment for the technology they select. In family firms, a vast majority of employees are able to ensure that funds are invested in appropriate technology-enhanced projects and that they develop a family-like culture with their stakeholders. This chapter will seek to explore these emerging trends in order to present opportunity for family owned firms to function most efficiently and effectively in the modern, technology enhanced workplace.

Utilizing Technology to Enhance Human Resource Practices

2021 ◽  
pp. 83-100
Author(s):  
Kelly M. Torres ◽  
Aubrey Statti
Keyword(s):  
Human Resource ◽  
Return On Investment ◽  
Family Firms ◽  
Modern Technology ◽  
Appropriate Technology ◽  
Human Resource Practices ◽  
Technological Evolution ◽  
Hr Management ◽  
Emerging Trends ◽  
Present Opportunity

HR management departments are constantly evolving as a result of new technological advancements. For family HR firms, this technological evolution is vital in ensuring that they remain innovative and current with their competitors. Technology has impacted how companies recruit, retain, and evaluate employees. However, in order to ensure that technology is effectively and accurately adopted and integrated, companies need to understand how they can employ technology to enhance their daily operations and implement tools that provide an adequate return on investment for the technology they select. In family firms, a vast majority of employees are able to ensure that funds are invested in appropriate technology-enhanced projects and that they develop a family-like culture with their stakeholders. This chapter will seek to explore these emerging trends in order to present opportunity for family owned firms to function most efficiently and effectively in the modern, technology enhanced workplace.

Ratios to Manage HR Functions

2011 ◽  
Vol 36 (4) ◽  
pp. 371-378
Author(s):  
A. Chandra Mohan ◽  
M. Valliammal ◽  
R. Poonguzhali
Keyword(s):  
Human Resource ◽  
Knowledge Economy ◽  
Return On Investment ◽  
Strategy Formulation ◽  
Hr Management ◽  
Hr Function

The HR function was run like a welfare agency rather than being a part of the business. The emergence of knowledge economy makes Human Resource as an important investment and people as assets. HR Management has to involve in strategy formulation and implementation and has to transform itself. It has to speak the languages of business, in quantitative and objective terms. This article attempts to provide a quantitative base for the HR function by coming up with various ratios, which can help the organization in making the HR function more effective and evaluate its contribution in terms of benefits provided and return on investment.

Nepotism: An Interdisciplinary Model

1998 ◽  
Vol 11 (4) ◽  
pp. 297-303 ◽  
Author(s):  
Karen L. Vinton
Keyword(s):  
Human Resource ◽  
Family Firms ◽  
Family Members ◽  
Interdisciplinary Approach ◽  
Family Businesses ◽  
Human Resource Practices ◽  
Interdisciplinary Perspective ◽  
Impact On Family ◽  
The Impact ◽  
Policies And Practices

This article presents an interdisciplinary approach to the study of nepotism. Nepotism is one of the least-studied and most poorly understood human resource practices, yet its impact on family-owned businesses, which frequently hire family members, is immense. To be effective consultants to family businesses we must have more than an anecdotal appreciation of nepotism. We also must look at nepotism from an interdisciplinary perspective to truly understand the impact that such policies and practices might have on family firms.

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.

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 Effects of human resource practices on family firms social performance

2009 ◽  
Vol 6 (3) ◽  
pp. 69-78 ◽  
Author(s):  
Olivier Colot ◽  
Claire Dupont ◽  
Mélanie Volral
Keyword(s):  
Human Resource ◽  
Turnover Rate ◽  
Family Firms ◽  
Social Performance ◽  
Large Family ◽  
Global Model ◽  
The Other ◽  
Human Resource Practices ◽  
Part Time ◽  
Trade Sector

The aim of our research is to analyse social performance (through turnover rate) of large family owned business in relation to their human resource practices. We made multiple regressions on a sample of 60 large firms. Our global model, considering large family owned business and non-family owned business, shows that part-time contracts increase turnover significantly, while training reduces it. We observe the same relation when we analyse family owned business specifically where we also note that to belong to the trade sector influences turnover significantly. When we consider non-family owned business on the other hand, then variables like pay, training, firm’s age and services or building sectors tend to affect turnover significantly.

Sign in / Sign up

Export Citation Format

Share Document