The satisfaction of non-family employees with High Involvement HR practices: evidence from family SMEs

The curious case of human resource development in family‐small‐to‐medium sized enterprises

“…In contrast, achieving their need for growth, development, and competitiveness, family‐SMEs face another unique challenge; the finite number of family employees (Mustafa, Caspersz, Ramos, & Siew, ; Tabor et al, ). Hence, family‐SMEs need to employ significant numbers of nonfamily employees to meet their growth and developmental needs.…”

“…The stewardship perspective suggests that family‐SMEs' owners will be willing to develop learning cultures in their enterprises by making strategic investments in the training and development of their employees, both family and nonfamily alike. For example, Mustafa et al () recently suggested that owners of family‐SMEs may be willing to provide close one‐on‐one mentorship to long‐term employees to build up their management skills and capabilities. Similarly, from a stewardship perspective, family‐SME owners may not only be willing to invest in off‐site training, but they may also be likely to give nonfamily employees significant on‐the‐job training opportunities through either promoting them or rotating them into various positions (Miller, Le Breton‐Miller, & Scholnick, ).…”

“…De Kok et al () have suggested that HRD practices in SMEs are highly relational in nature (Mustafa et al, ). This suggests that familial, relational, and emotional dynamics among family members, and between family members and employees, may influence the HRD decisions and practices of family‐SMEs.…”

“…Furthermore, future research also needs to better account of, and understand, the holistic nature of HRD in family‐SMEs. Recently, Mustafa et al () highlight the dualism (e.g., formal and informal) with respect to human resource practices and employee development and learning that exists in family‐SMEs. Accordingly, future research may wish to explore the relationship(s) between formal and informal learning and developmental process in family‐SMEs.…”

Active Non-Employee Owners: Informal Impact on Family-Owned SMEs

“…Family-operated SMEs involve family members who share the ownership of the firm and the major decision making (File & Prince, 1996;Kets de Vries, 1996;Hollander & Elman, 1988;Mustafa, Caspersz, Ramos, & Siew, 2018;Ram, 2001). Moreover, these family members actively support the firm through monetary means (e.g.…”