Sürdürülebilir Kalkınma Amaçları

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• MakaleYalnız künye2023Scopus SJRQ3/r/bayburt/13070
  The 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.

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  AtıfScopus1

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• Kitap BölümüYalnız künye2022/r/bayburt/13275
  Non-Family Managers and HR Practices of Family Firms

  Yazici, Ömer

  Family firms have one special factor that makes them unique and competitive compared to non-family firms, and that is family involvement. Family firms are composed of management, family, and ownership. While this composition often has many advantages, it also has some downfalls. Family involvement has a significant impact on the behavior of the company, more specifically on the human resource (HR) management practices of the company. As a result, family firms have to deal with nepotism, self-dealing, and entrenched management issues to hire and retain professional non-family managers and other white-collar workers. Family firms are intended to be the career center for family employees (Bloemen-Bekx et al. 2019). Therefore, family firms have different HR compositions. There are mainly three types of employees in family firms; first, the shareholder family members and their heir (ownership), second, the other family members and relatives (family), and third, the non-family employees (management). Non-family employees are divided into two categories, managers and workers. Although family firms have a tendency to assign family members to crucial positions at the firm (Deloitte and Touche Study 1999), non-family employees are hired for other executive and managerial positions, which is more crucial for family firms (Chua et al. 2003). Considering all these challenges and difficulties due to family involvement in employee relations, researchers raise the question of whether “family firms are good employers” (Neckebrouck et al. 2018). Family firms diverge from non-family firms with their long-term orientation and caring approach to their employees. This caring approach is proven in downsizing studies. Researchers show that during crises and downsizing practices, family firms lay off fewer employees than non-family firms (Stavrou et al. 2007). Non-family employees are keystones of the family firm’s growth and necessary for each growing family firm. Therefore, the employment of non-family members will affect the sustainability of the firm. While it is important for all types of companies, it is crucial for family firms to have committed and devoted non-family employees. Hiring non-family managers is usually a result of a limited family employee presence during the growth of the company. Controlling growth due to a limited family member presence and running a firm with only family managers would result in informal structures, peculiar culture, and limited growth. Non-family managers are sometimes hired as conflict resolution when there is a conflict of interest during the employment of family members (Lubatkin et al. 2005). Hence mostly non-family managers are hired if there is a formalization process in progress (Zhang and Ma 2009). Also, most first non-family managers in the firm are CEOs. Furthermore, family firms with financial struggles tend to employ a non-family CEO rather than a family CEO (Bocatto et al. 2010). According to a study done with Italian firms, family firms prefer to nominate non-family CEOs rather than family CEOs (Salvato et al. 2012). Additionally, in growth times, family firms also prefer non-family CEOs over family CEOs. In conclusion, while family firms are able to fill managerial positions, it is empirically shown that the growth of family firms is correlated with non-family managers (Fang et al. 2015).

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• MakaleAçık Erişim2022Scopus SJRQ2/r/bayburt/12133
  Non-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.

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  AtıfScopus6·WoS7·OpenAlex8

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• KitapAçık Erişim2022/r/bayburt/12029
  Special Human Resource Management Practices and Strategy

  Yazici, Ömer

  Today, one of the most valuable assets of companies is their workforce. Primarily, the importance of information is increased and the human factor that absorbs and uses it by creating value has become much more essential. One of the most critical steps that managers need to take to be successful is to enhance human power in the most efficient way possible. Companies that want to be long-lasting need to make HR the main item on their agenda. Human resource practices are critical for companies to survive. In addition to firms in general, family firms are also a special and the most common type of business in the economy. Hence, family firm HR practices are also an important part of this book. Among the most famous features of a family firm, complex HR management practices are on top of it all. Owners and family members are all aware that non-family employees are needed, and non-family managers are required for the success and sustainability of the family firm. Hence, family firms cannot have biased, bifurcated, or different HR practices towards non-family employees. Readers will find this book comprehensive and inclusive of new issues of HR management literature. The book is comprised of chapters, each describing current and important practices and problems of HR management. Along with the family firm-specific problems like nonfamily managers, women entrepreneurship, and nepotism, chapters cover the state-of-the-art topics and findings in the HR management literature. This includes organizational development and HR management relationship, discrimination and nepotism, women in family firms and tourism, HR accounting and digital age, quality and management, behavior, and change management. Students and scholars of human resource management, along with the leaders of modern management teams, will benefit from this book from the first page to the last page. Each chapter will carry its reader to the next level of understanding of issues and findings of human resource management.

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  AtıfOpenAlex4

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• MakaleAçık Erişim2020/r/bayburt/14970
  Justice 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.

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