Effects of human resource practices on family firms social performance

Abstract

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.

Uncovering the research field of corporate social responsibility in family firms: a citation analysis

“…Moreover, some authors (e.g. Stavrou et al , 2007; Colot et al , 2009; Cuadrado-Ballesteros et al , 2015) referred to Anderson and Reeb’s (2003) definition of FFs. Others used their findings on FFs’ superior performance (Craig and Dibrell, 2006; Kashmiri and Mahajan, 2014b; Singal, 2014) or long-term orientation (e.g.…”

Career development and affective commitment: a comparative study of family and nonfamily businesses

“…This is especially important since career development in family businesses has been seriously neglected in previous research (Bau et al, 2017). In fact, the study demonstrates that family businesses are more fertile for effective HR implementation as it has been argued by several scholars (Chrisman et al, 2007;Miller et al, 2008;Colot et al, 2009;Cennamo et al, 2012;Kang, 2014). The results are against the arguments made by some researchers such as Pittino and Visintin (2013), who argued that family businesses are offering fewer opportunities for career development due to the less formalized programs.…”