HRM Practices and Performance of Family-Run Workplaces: Evidence from the 2004 WERS

W. Stanley Siebert (), Fei Peng and Yasheng Maimaiti
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W. Stanley Siebert: University of Birmingham

No 5899, IZA Discussion Papers from Institute of Labor Economics (IZA)

Abstract: This paper analyses HRM practices of family-run workplaces using the 2004 WERS. Family-ownership and management within workplaces in the corporate sector is our focus. This family-run group represents nationally about 26% of workplaces and 14% of employment. We find that employees in this group have stronger feelings of job security and loyalty, which we relate to family companies' HRM practices such as stronger support for long-term employment – an "inclusivity" linked to long-term orientation. We also find that family-owned and managed workplaces have better financial and quality performance measures than non-family, to which family-related HRM practices contribute.

Keywords: job security; loyalty; family business; HRM practices; financial performance (search for similar items in EconPapers)
JEL-codes: J01 L26 M54 (search for similar items in EconPapers)
Pages: 45 pages
Date: 2011-08
New Economics Papers: this item is included in nep-bec, nep-hrm and nep-lab
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