Managing the performance of non-family employees: a case study of a China-based family-SME

Haslan, Risky Harisa; Ramos, Hazel Melanie; Mustafa, Michael

doi:10.1080/13215906.2019.1603118

Cited by 4 publications

(14 citation statements)

References 55 publications

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“…However, the result of the systematic literature review shows that we have limited knowledge and understanding of the effect of the different national culture contexts on HR practices at family firms. Qualitative studies are interestingly conducted in Asian cultural context (Haslan et al, 2019;Mustafa et al, 2018;Yujie Cai & Mingtian Yu, 2013), while the majority of quantitative data generated from family firms operating in the US (Eddleston et al, 2018;Madison et al, 2018;Memili et al, 2013) or Western European countries (Kotlar & Sieger, 2019;Neckebrouck et al, 2018;Sieger et al, 2011;Steijvers et al, 2017). The other third of the quantitative data comes from Austria-Hungary (Pittino et al, 2016), South Africa (van der Merwe, 2009van der Merwe et al, 2012), andIndia (Amba-Rao et al, 2000).…”

Section: Distribution Of Papers Over the Yearsmentioning

confidence: 99%

“…In the case of perceived justice, authors draw their conclusions based on organizational justice theory (Haslan et al, 2019;Madison et al, 2018;Mustafa et al, 2018;Samara & Paul, 2019) fairness theory and fairness heuristic theory (Barnett & Kellermanns, 2006), equity theory and social identity theory (Barnett & Kellermanns, 2006). Family influence can be seen as a source of informal HRM practices that are committed in the social exchange (Barnett & Kellermanns, 2006;Pittino et al, 2016) and leader-member exchange (Barnett & Kellermanns, 2006) process.…”

Section: Theoretical Perspectivesmentioning

confidence: 99%

Section: Unit Of Analysismentioning

confidence: 99%

“…There are only a handful of papers discussing specifically PM and PA in the literature review (Amba-Rao et al, 2000;Haslan et al, 2019;Sieger et al, 2011;van der Merwe, 2009). Only two papers are focusing on PM and providing some empirical evidence about performance management practices at family firms (Haslan et al, 2019;van der Merwe, 2009). The majority of the articles discuss PM indirectly and partly included in the broader field, such as HRM (Barnett & Kellermanns, 2006;Combs et al, 2018;Cruz et al, 2011;Daspit et al, 2018;Firfiray et al, 2018;Gatfield & Youseff, 2001;Hoon et al, 2019;Jennings et al, 2018;Madison et al, 2018;Steijvers et al, 2017;Yujie Cai & Mingtian Yu, 2013) or high-performance work systems (hereinafter HPWSs) (Pittino et al, 2016), or High Involvement HR practices (hereinafter HIHRPs) (Mustafa et al, 2018).…”

Section: Unit Of Analysismentioning

confidence: 99%

“…The papers discuss different groups of stakeholders as subjects of their analysis: family employees (Eddleston et al, 2018;van der Merwe, 2009;van der Merwe et al, 2012), nonfamily employees (Barnett & Kellermanns, 2006;Haslan et al, 2019;Mustafa et al, 2018;Sieger et al, 2011;Tabor et al, 2018) or nonfamily managers particularly (Barnett et al, 2012;Kotlar & Sieger, 2019;Memili et al, 2013); family and nonfamily CEOs (Eddleston et al, 2018;Pittino et al, 2016;Steijvers et al, 2017). Some papers focus on both family and nonfamily employees (Daspit et al, 2018;Jennings et al, 2018;Madison et al, 2018;Neckebrouck et al, 2018;Pittino et al, 2016;Samara & Arenas, 2017;Samara & Paul, 2019;Steijvers et al, 2017;Yujie Cai & Mingtian Yu, 2013).…”

Section: Stakeholdersmentioning

confidence: 99%

See 4 more Smart Citations

The Effect of Performance Management on Perceived Justice in Family Businesses in Hungary

Vajda¹

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My research connects to three main disciplines: Family Business Management, Organizational Behaviour Management, and Human Resource Management. Specifically, in my thesis proposal, I study the Performance Management System and its effects on perceived justice at family businesses. For identifying the research focus and questions and developing the research design, I apply the Interactive Model (Maxwell & Loomis, 2003), which has five main components: Purposes, Conceptual Framework, Research Questions, Methods, and Validity. In this interactive model, these five components form an integrated, interacting whole. The research questions play a central role. The components are closely tied to each other, and each element can influence and be influenced by the others, rather than being linked in a linear or cyclic sequence.

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Section: Distribution Of Papers Over the Yearsmentioning

confidence: 99%

Section: Theoretical Perspectivesmentioning

confidence: 99%

Section: Unit Of Analysismentioning

confidence: 99%

Section: Unit Of Analysismentioning

confidence: 99%

Section: Stakeholdersmentioning

confidence: 99%

See 3 more Smart Citations

The Effect of Performance Management on Perceived Justice in Family Businesses in Hungary

Vajda¹

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Fair play in family firms: examining the perceived justice of performance management systems

Vajda,

Wieszt,

Anand

2024

JFBM

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PurposeThis study examines the intricate relationship between family influence and perceived justice in performance management systems within family firms. Recognizing the unique dynamics that family ownership brings to human resource practices, the research aims to delineate how family presence affects both the process and the perception of fairness in performance evaluations.Design/methodology/approachUsing a conceptual framework, the research adopts a dual-method approach, combining a comprehensive literature review with theoretical modeling. The study synthesizes existing research and theoretical insights to explore the effects of family influence on the perceived fairness of performance management practices.FindingsThe findings reveal that family influence profoundly shapes fairness perceptions in performance management, impacting family and non-family employees. It affects systems' design, implementation and reception, with mechanisms including resource distribution and criteria alignment. Specifically, family influence molds fairness perceptions within the performance management process, enhancing organizational performance and fostering trust in family businesses, thus supporting sustainable growth.Originality/valueThis study contributes to the family business and human resource management literature by providing a nuanced understanding of how family dynamics influence perceptions of justice in performance management. It underscores the dual role of family influence in enhancing and complicating fairness perceptions, thus offering a balanced view that can inform academic research and practical HR management in family firms.

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Non-family employee strategic renewal in family firms: the transformational leadership role of family board members and psychological ownership

Luu

2022

JFBM

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PurposeThe study aims to reveal the strategic renewal (SR) of non-family employees in family small and medium enterprises (SMEs) with the effects of transformational board member leadership and psychological ownership (PO) dimensions.Design/methodology/approachNon-family employees at 82 export and import family firms (FFs) in Vietnam were selected for the study, which used a partial least square structural equation modelling (PLS-SEM) approach.FindingsFamily board members with transformational leadership (TL) qualities and PO play an essential role in developing non-family employee SR.Originality/valueThe authors grant advanced family roles and relationships knowledge to the renewal and transformation of FFs' strategies and organisational structures.

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Managing the performance of non-family employees: a case study of a China-based family-SME

Cited by 4 publications

References 55 publications

The Effect of Performance Management on Perceived Justice in Family Businesses in Hungary

The Effect of Performance Management on Perceived Justice in Family Businesses in Hungary

Fair play in family firms: examining the perceived justice of performance management systems

Non-family employee strategic renewal in family firms: the transformational leadership role of family board members and psychological ownership

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