EFFECTS OF HUMAN RESOURCE PRACTICES ON FAMILY FIRMS SOCIAL PERFORMANCE

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Olivier Colot ORCID logo, Claire Dupont ORCID logo, Mélanie Volral

https://doi.org/10.22495/cocv6i3p7

Abstract

The aim of our research is to analyse social performance (through turnover rate) of large family owned business in relation to their human resource practices. We made multiple regressions on a sample of 60 large firms. Our global model, considering large family owned business and non-family owned business, shows that part-time contracts increase turnover significantly, while training reduces it. We observe the same relation when we analyse family owned business specifically where we also note that to belong to the trade sector influences turnover significantly. When we consider non-family owned business on the other hand, then variables like pay, training, firm’s age and services or building sectors tend to affect turnover significantly.

Keywords: Family Firm, Family Owned Business, Human Resource Management, Social Performance, Turnover

How to cite this paper: Colot, O., Dupont, C., & Volral, M. (2009). Effects of human resource practices on family firms social performance. Corporate Ownership & Control, 6(3), 69-78. https://doi.org/10.22495/cocv6i3p7