Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/52029 
Full metadata record
DC FieldValueLanguage
dc.contributor.authorSiebert, W. Stanleyen
dc.contributor.authorPeng, Feien
dc.contributor.authorMaimaiti, Yashengen
dc.date.accessioned2011-10-14-
dc.date.accessioned2011-11-23T11:42:26Z-
dc.date.available2011-11-23T11:42:26Z-
dc.date.issued2011-
dc.identifier.piurn:nbn:de:101:1-201108152066en
dc.identifier.urihttp://hdl.handle.net/10419/52029-
dc.description.abstractThis 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.en
dc.language.isoengen
dc.publisher|aInstitute for the Study of Labor (IZA) |cBonnen
dc.relation.ispartofseries|aIZA Discussion Papers |x5899en
dc.subject.jelJ01en
dc.subject.jelL26en
dc.subject.jelM54en
dc.subject.ddc330en
dc.subject.keywordHRM practicesen
dc.subject.keywordfamily businessen
dc.subject.keywordloyaltyen
dc.subject.keywordjob securityen
dc.subject.keywordfinancial performanceen
dc.titleHRM practices and performance of family-run workplaces: Evidence from the 2004 WERS-
dc.typeWorking Paperen
dc.identifier.ppn669990884en
dc.rightshttp://www.econstor.eu/dspace/Nutzungsbedingungenen

Files in This Item:
File
Size
582.51 kB





Items in EconStor are protected by copyright, with all rights reserved, unless otherwise indicated.