Prácticas de recursos humanos en la empresa familiarefectos de la profesionalización en los resultados

  1. Vicente Sanchez, Eloisa
Supervised by:
  1. Gregorio Sánchez Marín Director
  2. Antonio Aragón Sánchez Director

Defence university: Universidad de Murcia

Fecha de defensa: 24 June 2021

Committee:
  1. Julio Diéguez Soto Chair
  2. Alicia Rubio Bañón Secretary
  3. Antonio Luis Duréndez Gómez-Guillamón Committee member

Type: Thesis

Abstract

The concurrence of family and business motivation in a family business can influence the process of decision-making in the development of human resource management policies, making decisions more complicated from the point of view of business excellence. The greater or lower participation of the family in the business determines the orientation of its human resources practices, which may lead to making them less formalised, which means a lower general efficiency of them from the point of view of business results. Based on these considerations, this thesis aims to analyse to what extent the degree of formalisation / professionalization of human resources practices in the family business have an impact on the results of the organization. For this, both the set of human resource practices have been analysed through the AMO model, as well as the individual effects of the recruitment and selection practices; Formation and development; performance evaluation and compensation; participation and communication. Likewise, the analysis of the potential effect of family involvement in the ownership and management of the company is included, as well as the level of presence of family employees against not hiring relatives in the business. The theoretical basis of this thesis are rooted, on one hand, in agency theory, and, on the other hand, in the theory of socio-emotional wealth, arguments from the theory of resources and capabilities and the concept of bifurcation bias as an element that can help to explain the greater or lower influence of the relationship between the professionalisation / formalisation of human resources practices and the results of the family business depending on the degree of presence of family members in the business. For the empirical contrast of the hypotheses, this research uses a representative sample of 490 medium-sized Spanish family businesses from the industrial and service sectors. On this sample, qualitative and quantitative information has been obtained, on which the specific hypotheses have been contrasted using the statistical methodology of structural equations. The main findings of this research are the following. In the first place, the professionalisation / formalisation of human resources practices can positively influence the results of the company. However, there are differences in the impact that each of the analysed practices have on these results. It has been shown that the greater the involvement of the family in the ownership of the company is, the less the professionalisation / formalisation io of human resources practices is. However, it is not proved that a greater involvement of the family in the management of the company involves less professionalization or formalization of their human resources practices. It is also found that the negative effects that family involvement in company ownership has on the professionalisation / formalisation of human resources practices are greater provided that the presence of family employees is greater. This does not happen when we analyse the involvement of the family in the management of the company. Likewise, the greater presence of family employees in the company negatively reduces the relationship between professionalisation / formalisation of human resources practices and the economic results of the company. To conclude, the significant findings provided by this doctoral thesis point out the need of the professionalisation and formalisation of human resources practices in family businesses as a means to achieve improvements in their results that, therefore, facilitate the conservation of their socio-emotional wealth. Our results indicate that the involvement of family members in the management of the company is not an obstacle to this.