Sürdürülebilir Kalkınma Amaçları
Yayınlar
- MakaleYalnız künye2023Scopus SJRQ3The determinants of non-family employees' turnover intentions in family firms
Yazici, Omer; Memili, Esra; Patel, Pankaj C.; Ramadani, Veland
While research on the organisational behaviour and HRM (i.e., organisational identification, justice, commitment, and turnover intentions) in family business contexts has been advancing, the empirical investigation of non-family employees’ perceptions is still scarce. Drawing upon family business-influenced literature and organisational identification, justice, and commitment theories, we explore the determinants of non-family employees’ turnover intentions. Specifically, we examine the impact of non-family employees’ family firm identification and perceived justice on family firm commitment, in turn affecting turnover intentions. Furthermore, we examine the moderation effects of perceived family influence on these links. Our findings demonstrate that non-family employees’ family firm identification and perceived justice positively affect their family firm commitment, which in turn lowers turnover intentions. While family firm commitment mediates the relationship between family firm identification and turnover intentions, perceived family influence moderates the mediation effects of family firm commitment between family firm identification and turnover intentions. 2023 Inderscience Enterprises Ltd.
AtıfScopus1
İncele - MakaleAçık Erişim2022Scopus SJRQ2Non-family Employees in Family firms and Turnover Intentions: The Relevance of Identification and Justice Perceptions
Yazici, Omer; Memili, Esra; Patel, Pankaj
Many family firms hire and rely on non-family employees; therefore, the mutual benefits provided to both family and non-family members are important. Yet, the perspectives of non-family employees have been under researched. Drawing upon organizational identity and justice theories and the extant literature on family influence, this study examines non-family employees' perceived family influence, family firm identification, family firm justice, and turnover intentions in a sample of 301 family business non-family employees. Path analysis results show that non-family employees' perceived family influence can lead to family firm identification, in turn diminishing their turnover intentions. We also find that non-family employees' perceptions of family firm justice moderate the relationship between non-family employees' perceived family influence and family firm identification. We conclude by discussing implications.
AtıfScopus6WoS7OpenAlex8İncele - MakaleAçık Erişim2020Justice in Compensation; Family vs. Non-family Business HR Issues
Yazici, Omer
Purpose – Present study aims to shed light on some of the HR issues of family businesses, includingorganizational justice, pay satisfaction, and turnover intentions of family business employeescompared to non-family business employees.Design/methodology/approach – 301 family and non-family business workers from USA weresurveyed. Regression analysis used to test the relationships and MANOVA was used to testdifference between groups.Findings – Results show that while family business employees are less satisfied with benefitpackages, their distributive justice perceptions, pay perceptions, and turnover intentions are notsignificantly different from non-family employees’. Furthermore, moderation analysis reveals thatfamily involvement does not significantly change the relationship level between distributive justice,pay perceptions and turnover intentions.Discussion – According to our results family business managers should be careful with benefitpackages and pay attention to keep a just environment to prevent possible increased turnover.Furthermore, family business managers should keep familiness impact under control so that it doesnot reach to a significant level to impact justice perceptions and turnover intentions. While familybusiness literature is developing constantly, non-family employee issues, particularly blue-collarworker issues are very limited. This study showed that family businesses are neither good nor badregarding blue-collar employee HR issues and family and non-family business employees are notdifferent in their justice perceptions. This valuable contribution should lead researchers to seekadditional constructs to evaluate causes of family firm HR issues.
