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

Author

Listed:
  • Siebert, W. Stanley

    () (University of Birmingham)

  • Peng, Fei

    () (University of Birmingham)

  • Maimaiti, Yasheng

    () (Xinjiang University)

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.

Suggested Citation

  • Siebert, W. Stanley & Peng, Fei & Maimaiti, Yasheng, 2011. "HRM Practices and Performance of Family-Run Workplaces: Evidence from the 2004 WERS," IZA Discussion Papers 5899, Institute for the Study of Labor (IZA).
  • Handle: RePEc:iza:izadps:dp5899
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    References listed on IDEAS

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    More about this item

    Keywords

    job security; loyalty; family business; HRM practices; financial performance;

    JEL classification:

    • J01 - Labor and Demographic Economics - - General - - - Labor Economics: General
    • L26 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Entrepreneurship
    • M54 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics - - - Labor Management

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