Publication:
Formalized HR practices and firm performance: An empirical comparison of family and non-family firms

relationships.isAuthorOfPublication
relationships.isSecondaryAuthorOf
relationships.isDirectorOf
Authors
Sánchez Marín, Gregorio ; Meroño Cerdán, Ángel L. ; Carrasco Hernández, Antonio J.
item.page.secondaryauthor
Facultades, Departamentos, Servicios y Escuelas::Departamentos de la UMU::Organización de Empresas y Finanzas
item.page.director
Publisher
publication.page.editor
publication.page.department
DOI
https://doi.org/10.1080/09585192.2017.1289547
item.page.type
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
Citation
The International Journal of Human Resource Management
item.page.embargo
Collections