INSTITUTIONALIZATION OF RECRUITMENT AND SELECTION PROCESSES: THE CASE OF A SMALL FAMILY BUSINESS

The present study aims to analyze the institutionalization of personnel recruitment and selection processes in a small family business. In order to achieve the proposed objective, a case study was carried out in a company in the food trade branch located in the northwest of the state of Rio Grande do Sul. As a data collection technique, a semi-structured interview and observation of the location was used. The data were analyzed using Bardin's content analysis. The results demonstrated that the institutionalization of the recruitment and selection processes of people is directly related to the performance of the owner of this enterprise, being that he is responsible for coordinating the actions that define the requirements for the vacancy, the form of disclosure and the interview of selection. The standards implicit in the company are typical of the small family business, where family members assume the role of managing different areas of the organization. It was suggested that further research be carried out in small companies in other Brazilian locations, in order to expand the discussions addressed by the present study. Key-words: Institutional theory; People management; Human Resources.

Succession Planning in Micro and Small Family Business (Case: Micro and Small Family Business in East Jakarta)

Family business studies are gaining a foothold in Indonesia. This organization is the most common type of firm throughout the world. Nonetheless, the low survival rate of family businesses may relate to the issue of management succession and the issue is still the principal challenge that they need to face. This study will focus on knowing the importance of succession planning for family business owners, especially those belonging to the micro and small business category. The study involved one hundred family business owners in East Jakarta as respondents of the survey. The study itself would be focused on the ground rules made by the incumbents during succession planning. The study has revealed that, generally, the majority of the sample does not have an appropriate plan of succession. The result also exhibits that the majority of respondents favoring nuclear family members as the future successor. Moreover, the homosocial reproduction phenomenon also could be identified from the survey.

Managing Internal Resource for Sustainability: A Case of Indian Family Business

Family Business plays an important role in any economy to enhance employment in low income strata of population. They are included in house hold enterprises where the resources of business and owner is inseparable. A few family baseness had grown from informal level to formal due to consistent growth while a few had extinct. The extinction and survival of small family business ignite a curiosity to identify reasons for it. The inseparability in resources between business and owner limit the growth trajectory and scope for availing finance from formal system. This compels the small family business to depend on own resources or to rise fund on personal risk.The population in this research is grocery traders as it is one of the prominent in family business as it can be started as a part of residence, all family members can contribute, need of less expertise and lower investment. This paper analyse how small family business manage resources in time when they are in need. The research is conducted in Coimbatore District in Tamilnadu and the sample size is 392. It is a longitudinal survey as the data is collected over a period of one year. The shops were classified on two parameters, floor area and daily sales and measures for comparison are Net Trading Cycle, Gross Margin Return on Investment ( GMROI) and Net Profit Ratio (NPR). Family business use Resource Bootstrapping and Bricolage (RBB) strategies to overcome resource scarcity or to reduce the cash outflow which include the use of own fund, premises, vehicles and family members. The Paper explain how the RBB strategies add to the value addition through reducing operating expenses.

Is Destira My Destiny? Whether, When, and How to Join One's Small Family Business

In mid-2012, after successful years in large public companies and obtaining an MBA, middle daughter Jen, 32, is trying to decide whether the time is right for her to enter her mother and sister's small family business to grow it further. Destira, Inc. was a designer/manufacturer of gymnastics wear for girls, headquartered in California. Donna Levy founded the company in 1990, after years of making leotards for her three daughters, who were competitive youth gymnasts, and getting requests from other parents to make the garments for their own children. In 2005, when Donna's oldest daughter, Jodi, joined Destira, Donna gave her a 50 percent equity stake. Between then and year-end 2011, the pair grew the revenues from $550,000 to $1.06 million, increased the number of outlets carrying the brand, upgraded the internal accounting/operations software, and added an online direct-to-customer retail business. The case shows realistic considerations for the individual, family, and business when evaluating whether or not to commit to join the family enterprise.