Publication: Formalized HR practices and firm performance: An empirical comparison of family and non-family firms
Authors
Sánchez Marín, Gregorio ; Meroño Cerdán, Ángel L. ; Carrasco Hernández, Antonio J.
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Facultades, Departamentos, Servicios y Escuelas::Departamentos de la UMU::Organización de Empresas y Finanzas
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Publisher
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DOI
https://doi.org/10.1080/09585192.2017.1289547
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info:eu-repo/semantics/article
Description
©2019. This manuscript version is made available under the CC-BY-NC-ND 4.0 license http://creativecommons.org/licenses/by-nc-nd/4.0/
This document is the Accepted version of a Published Work that appeared in final form in The International Journal of Human Resource Management. To access the final edited and published work see https://doi.org/10.1080/09585192.2017.1289547
Abstract
The influence of the family on human resource (HR) management structures creates important
idiosyncrasies with potential implications in terms of firm performance. Based on the agency and
socioemotional wealth (SEW) perspectives, this paper examines the formalization and effectiveness
of three basic HR practices – selection, training, and compensation – in different contexts of family
and non-family firms. Using a sample of 500 Spanish companies, the results show that a higher
degree of HR formalization has a positive influence on firm performance, confirming the negative
moderating influence of family involvement on the relationship between the formalization of training
practices and the firm performance. In addition, the findings indicate that the mediating role of
selection practices in the relationship between training and firm performance is smaller in family
than in non-family firms
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Citation
The International Journal of Human Resource Management
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