Aggiornato A.A. 2022-2023
OBIETTIVI FORMATIVI:
Il corso analizza i principi della gestione delle risorse umane e ne propone un’applicazione al caso delle aziende familiari. Il corso presenta un duplice focus: da un lato, esso contestualizza le pratiche e i sistemi di gestione delle risorse umane alle aziende familiari; dall’altro, esso evidenzia come un'azienda familiare può far fronte a cambiamenti strategici e organizzativi sfruttando l'adozione di un insieme allineato di pratiche di gestione delle risorse umane. Questioni e preoccupazioni specifiche del corso includono il rapporto delle aziende familiari con l'ambiente esterno, l'influenza delle strategie, della cultura e delle dimensioni aziendali sulla struttura dell'organizzazione e le strategie appropriate per una gestione ottimale delle persone. Il corso intende far comprendere allo studente il funzionamento organizzativo delle aziende familiari e introdurre i concetti di base per progettare, attuare e modificare la gestione delle risorse umane in questa particolare tipologia di azienda. Il corso supporta gli studenti a prendere coscienza dell'unicità delle aziende familiari e di come l'uso corretto delle pratiche di gestione delle risorse umane può aiutarle a sopravvivere.
CONOSCENZA E CAPACITÀ DI COMPRENSIONE:
Una volta completato con successo il corso, gli studenti saranno in grado di:
1. Individuare e spiegare le varie variabili organizzative e di gestione delle risorse umane delle imprese familiari e delle loro relazioni;
2. Analizzare, valutare e diagnosticare l'efficacia dell'organizzazione, compresa la cultura organizzativa e il sistema di valori delle imprese familiari;
3. Sviluppare un framework concettuale per modificare gli elementi e le relazioni della struttura;
4. Spiegare come la gestione delle risorse umane e la progettazione dell'organizzazione possono portare a un vantaggio strategico;
5. Individuare le principali pratiche di gestione delle risorse umane adottate nelle aziende familiari;
6. Discutere in modo approfondito le questioni relative all'attuazione delle pratiche di gestione delle risorse umane;
7. Spiegare le relazioni tra gestione delle risorse umane, leadership, progettazione organizzativa ed efficacia nelle imprese familiari.
CAPACITÀ DI APPLICARE CONOSCENZA E COMPRENSIONE:
L'obiettivo del corso è fornire teorie e strumenti che facilitino l’acquisizione e lo sviluppo di competenze per l'analisi delle dinamiche organizzative delle aziende familiari con particolare attenzione alle risorse umane. In particolare, il corso fornirà agli studenti la la capacità di analizzare, elaborare e risolvere complessi problemi organizzativi, sia attraverso la discussione delle migliori pratiche di gestione delle risorse umane sia attraverso la discussione di casi studio.
AUTONOMIA DI GIUDIZIO:
Entro la fine del corso gli studenti avranno compreso come:
- Lo studio delle risorse umane nelle aziende familiari può aiutare a migliorare le prestazioni organizzative;
- Modelli, teorie e concetti riguardanti le teorie organizzative e la gestione delle risorse umane possono essere utilizzati per promuovere l'efficacia di individui e organizzazioni nel contesto delle aziende familiari.
In aggiunta, lo studente acquisirà:
- Competenze per l'analisi delle variabili organizzative e delle dinamiche di gestione delle risorse umane, particolarmente utili per adempiere alle funzioni manageriali;
- Una "rappresentazione" più ricca e complessa del comportamento organizzativo delle aziende familiari, che consenta loro di contribuire in modo efficace allo sviluppo dell'organizzazione in cui si troveranno a operare.
ABILITÀ COMUNICATIVE:
Durante la discussione di casi studio in classe, agli studenti verrà chiesto di illustrare brevemente la presentazione del loro gruppo in MS Power-Point (per un massimo di 15 diapositive). Ogni discussione di caso prevede che un gruppo di studenti presenti il proprio lavoro, argomentando le peculiarità e le specificità dei temi oggetto di analisi.
CAPACITÀ DI APPRENDIMENTO:
Durante la discussione di casi studio, gli studenti saranno chiamati a:
1. Prendere una posizione specifica su determinati aspetti e / o punti toccati all’interno del caso e argomentare la propria posizione;
2. Porre domande strumentali a un approfondimento critico dei temi analizzati;
3. Collaborare per mantenere aperta e viva la discussione;
4. Guidare e coinvolgere altri studenti nella discussione;
5. Integrare la discussione con teorie, contenuti e concetti già toccati in altri casi.
Il corso è strutturato in 3 diverse sezioni:
1. Introduzione ai concetti di gestione strategica e sistemica delle risorse umane (9 lezioni a cura del prof. Rocco Palumbo)
2. Introduzione alle peculiarità delle aziende familiari (2 lezioni a cura della prof.ssa Giulia Flamini)
3. Applicazione critica dei temi di gestione delle risorse umane nelle aziende familiari (7 lezioni a cura della prof.ssa Giulia Flamini)
Aggiornato A.A. 2022-2023
Human Resource Management Strategy in Family Business
(Prof.ssa Giulia Flamini & Prof. Rocco Palumbo)
Course positioning
Human Resource Management Strategy in Family Business is a course included in the Business Administration curriculum of the Bachelor of Science in Business Administration & Economics.
Prerequisites for the course
None. However, a basic understanding of Organization Theory and Organizational Behaviors topics is recommended.
Course description and learning objectives
Human resources management (HRM) as systems of practices are adopted to manage people in organizations and influence employees' competencies, behaviors, and performances.
In the last 25 years, HRM studies moved from the assumption that the HR function has an administrative role exclusively to the awareness that HRM has a central and strategic role in achieving a viable competitive advantage.
Increasing attention toward HRM systems increased when Huselid (1995) proved a significant relationship between the sophistication of HRM practices and the market value per employee, opening a new bulk of studies dedicated to further investigating relationships between HRM and performances.
Research places a particular emphasis on the impact of various and different combinations of HRM practices (e.g., workforce planning, training and development, recruitment and selection, performance appraisal, career planning management, compensation, internal communication, and job design), which are expected to affect individual and organizational performances significantly. Under this assumption, an organization should consistently configure its whole HRM system to ensure long-term survival.
Such considerations are valid for any organization, and thus family firms are not an exception. Family businesses show distinct core competencies that result in unique sources of competitive advantages. For many family firms, the dynamics and complexity of the contingency dimensions have increased. Therefore, effective responsiveness to the required strategic and organizational changes is a key concern. Family firms could survive thanks to particular cognitive interpretations of the fit between their strategies, organization variables, and contingent dimensions. Under this assumption, family firms should consistently configure their whole HRM system to ensure long-term survival. HRM practices in family firms affect employee outcomes, consequently influencing organizational outcomes, thereby affecting firm outcomes.
The course covers the principles of Human Resource Management and their effects on family firms. The focus of the course is how a family firm can cope with strategic and organizational changes by leveraging the adoption of an aligned bundle of HRM practices. Teaching activities will have a twofold concern: on the one hand, attention will be paid to unraveling the main issues related to human resource management; on the other hand, it will discuss how a family firm can cope with strategic and organizational changes by leveraging an aligned bundle of HRM practices.
Specific attention will be paid to the relationship of family firms with the external environment and the influence of the organization's strategies, culture, and size on the organization's design and strategy for managing people.
The course is structured in 3 different sections:
- Introduction to systemic and strategic human resource management (9 lectures by prof. Rocco Palumbo);
- Introduction to the peculiar traits of family firms (2 lectures by prof. Giulia Flamini);
- Critical application of Human Resources Management in Family Firms (7 lectures by prof. Giulia Flamini).
The course will make the student understand the organizational functioning of family firms and familiarize with the basic concepts to design, implement, and change the human resource management of a family business. Lastly, yet importantly, the course helps students become aware of family firms' uniqueness and how a fitting arrangement of HRM practices can boost their ability to survive their environment.
The goal of the course is to provide theories and tools and develop skills for the analysis of family business dynamics with a particular focus on HRM. This will enable us to develop the ability and expertise to analyze, elaborate and solve complex organizational problems. Alongside conventional teaching methods, the discussion of best HRM practices and case studies will advance individual and collective learning experiences.
By the end of the course, attending students will have understood how:
- The arrangement of proper human resource management practices in a family business can improve organizational performance and viability;
- Models, theories, and concepts concerning organizational dynamics and human resource management systems can be applied to promote the effectiveness of individuals and groups in family firms.
Furthermore, the students will be encouraged to develop:
- Tailored skills for the analysis of both organizational variables and human resource management practices, which are particularly relevant for "to-be" managers of family firms;
- A richer and more complex "representation" of organizational behaviors in a family business; this will allow students to contribute to organizational development and excellence effectively.
Teaching Methods
Lectures are characterized by the transfer of knowledge and the strong interaction within the classroom; analyses of situations, problems, and business cases facilitate learning participants.
Regular attending students are strongly recommended to participate in all the lectures and all the business cases' preparations and presentations.
The course uses readings, lectures, cases, individual and team assignments, and class discussions to meet its goals. Case assignments provide an essential foundation for class discussion and must be completed before each session. The class schedule lists the due dates for cases and other assignments at the end of the syllabus. Lectures highlight key points from the readings and provide additional information to supplement the lessons. Cases offer you the opportunity to apply what you have learned to real-world issues and scenarios. Because each of you brings unique perspectives and experiences to the class, participation in class discussions and activities is essential to your learning and other class members. You will also be matched with a BAE Teaching Assistant to further enrich your learning.
Required Textbook
- Schuman, A. M., Sage-Hayward, W., & Ransburg, D. (2016). Human resources in the family business: maximizing the power of your people. Springer.
- Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2019). Human resource management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.
Additional Textbooks
- Zellweger, T. Managing the Family Business: Theory and Practice, Edward Elgar Publishing, 2017: ISBN: 9781783470709.
Other learning sources
- Flamini G., & Gnan, L. (2017). A forty years' literature review on HRM in family businesses: re-shaping the research agenda. 77th Annual Meeting of Academy of Management in Atlanta
- Giulia Flamini & Luca Gnan (2019). The Role of Awareness in Designing Human Resources Management Practices in Family Firms: A Configurational Model. Chapter 15 in Handbook of Research on Entrepreneurial Leadership and Competitive Strategy in Family Business edited by José Manuel Saiz-Álvarez and Jesús Manuel Palma-Ruiz. ISBN13: 9781522580126|ISBN10: 1522580123, EISBN13: 9781522580133, DOI: 10.4018/978-1-5225-8012-6.
- Flamini, G., Gnan, L. (2019). Configurations of HRM practices in family firms: goals and organizational performances. 79th Academy of Management (AOM) in Boston.
We will post the slides on the course website after each lecture.
The slides do not represent support for effective and successful preparation for the course exam. They represent only help to facilitate the transfer of the knowledge to students during the lectures.
Case Discussions
Regular attending students are expected to be fully engaged in the entire learning process. This means that regular attending students are expected to:
- prepare the assigned readings of the cases before each class;
- prepare as a group work a PowerPoint presentation on the case, based on the specific assignment;
- come to class ready to participate and discuss to enhance the individual's learning and the class.
On the course's website, students can find the relative case assignment for each case. Please read the questions carefully before the session and use them for preparing the PowerPoint presentation.
Each student will be involved in the class discussion on the cases and tie the assigned reading for the session. The objective is to bring all class members into the discussion. The cases are designed to integrate the concepts from the case into the context of the course. The preparation and the discussion of the cases do not exclude the study of the theoretical concepts useful for the discussion of the cases themselves and the passing of the course exam.
With the cases' discussions in CLASSROOM, each student will develop:
- The ability to set the parameters for the problem (key concepts from the case).
- A depth of knowledge about the case subject (understanding of material, good response to the observations of others).
- The ability to tie in the case with other course concepts.
- The ability to get others involved in the discussion.
To discuss the cases effectively, students should:
- Be prepared with facts and specific quotes from the case.
- Be prepared to comment, ask a question, or make a reflection about the case.
During the discussion, students should:
- Take a position on a question or a point.
- Ask clarifying questions.
- Help keep the discussion moving and on track.
- Help draw others into the discussion.
- Integrate theories and content from other cases.
During the discussion, students should not:
- Be unprepared and show your lack of knowledge.
- Monopolize the discussion.
- Make irrelevant comments.
- Be insensitive to others' desire to speak or to their opinions.
All the regular attending students are kindly invited to build up workgroups (MINIMUM 3 PERSONS – MAXIMUM 5 PERSONS). Each workgroup should prepare a PowerPoint presentation for each case. The names of the students belonging to the group should be reported into the first slide.
The structure of the presentation should follow the following outline:
- One or more introductory slides aimed at describing/reporting the story, the characters, and all the necessary elements to define the case's context and boundaries clearly.
- One slide mentions the assignment's questions and underlining the learning goals of the case.
- One or more slides reporting the answers to each question of the assignment.
- One or more slides reporting the final remarks on the case.
- One closing slide about the lessons learned after the group discussion of the case.
How to prepare the PowerPoint presentation of the case?
Introduction – a short presentation of the case and a short description of the problems and situations discussed.
Diagnosis – Problem setting of the context and the situation. Description of the main facts and elements connected with the concepts and models of the course. What went wrong and which actions/situations, instead, were right? Which elements could be considered for the diagnosis?
Solution – Students should provide a possible answer to questions/problems related to the case and a viable and clear indication of how to approach the situation and solve it. The entire proposal should represent a consistent action plan regarding behaviors and expected results.
Conclusions – Conclusions should not be longer than 300-500 words and should describe how the situation and the problem characterized the case, how Organizational Behavior schemata might help to solve the case, and what the proposed solution might generate in terms of organizational consequences.
Lessons learned – At the end of the presentation, elements/suggestions/advice that we "take home" from the case discussion should be identified and reported.
NOTE: During the case discussion, students should explicitly address the context and the different situations with concepts related to organizational choices in family firms and with models and theories of this course.
Case Discussions' Class Participation
The best way to learn, especially about organizational choices in family firms, is to participate in your education actively. In this class, "participation" is defined as quality contributions to class discussion and exercises. There are four prerequisites for successful participation:
- Be here on time and prepared. If you're not here, you can't contribute much to class discussion. If you need to miss class for a predictable reason (e.g., job interview, athletic competition), please notify us at least 24 hours in advance so that we can make arrangements for any in-class exercises and so that you can obtain the materials distributed during the class. Of course, we realize that in some cases, unforeseeable emergencies arise. Although we will not directly penalize you for non-attendance, be aware that multiple absences will indirectly hurt you by preventing you from participating in class, thereby lowering your participation grade. To contribute to class discussion, you must come to class having carefully prepared all assignments (i.e., readings, cases, exercises).
- Be brave. Everyone in this class is smart, interesting, and has unique life experiences to share. You will get the most out of this course if you ask questions, voice opinions, and express your thoughts to one another. If you feel uncomfortable talking in class, please email me or set up an appointment to talk with me early in the semester. We will do everything to accommodate your circumstances, but we can only do so if they are brought to our attention.
- Be courteous. Successful participation includes treating your classmates respectfully and professionally. Listen carefully to the comments and questions that your classmates voice. You may learn something new from their perspectives, and you will be able to avoid simply repeating something that another classmate has said earlier in the discussion. Also, it is perfectly acceptable for you to voice disagreement with an opinion provided by another student. The open debate often leads to the most thoughtful and informative class discussions. However, please express your disagreement in a kind and considerate manner.
- Be engaged. This class is "unplugged." Once class starts, all electronics (e.g., computers, cell phones, tablets, etc.) should be turned off and put away. If you need to use a device because of a language or disability issue, you need to secure permission at the beginning of the class. The misuse of an electronic device (e.g., surfing the web or texting) will adversely affect your grade.
To facilitate the visioning of its PowerPoint presentation in the classroom, each workgroup should take a personal computer with PowerPoint installed and an available VGA connection.
By 8 pm of the day before the case discussion, all regular attending students should send the case presentation prepared to the course's Instructors.
Policy for Late Assignments
As in the business world, work must be received on time to receive full credit. You are always welcome to hand in an assignment before its due date if you know that you will be busy as the due date approaches. If you think that you will not complete an assignment by the stated due date, please speak with us in advance to make alternative arrangements. Our policy on late assignments will depend on the specific circumstances surrounding the problem and thus may differ from student to student. Providing advance notice about a late assignment will minimize the penalty you receive on that assignment but does not guarantee that there will be no penalty for turning the assignment in late.
Scheduling of lectures
Students are advised to check the course schedule on the course website and register themselves in the course newsletter to access all related communications.
Exams
The exam is an oral test, and it includes some questions directly connected to the course textbooks. You may be asked to discuss the models and the theories presented during the course. You will be asked to interpret some real incidents and focus your attention on specific theoretical issues.
Emails, Office Hours & Feedbacks
The course teachers make office hours by appointment to be agreed via email.
- ssa Giulia Flamini, (Department of Management and Law)
Email: giulia.flamini@uniroma2.it
- Rocco Palumbo, (Department of Management and Law)
Email: rocco.palumbo@uniroma2.it
We are committed to responding to emails within a day. If you do not receive an answer within this period, please send the email again.
Attendance
Active attendance and constant participation in the classroom are suggested. Formal classroom monitoring rules for attendance will be introduced.
NOTE: Attendance to the first class session is mandatory. Important information about the course and the instructor's expectations are given during the first session. If you will have to be absent for one session, please contact your instructor to ensure that absence from a particular session is acceptable.
Class Schedule
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Lecture
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Topic
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Subtopic
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Suggesting Reading
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Introduction to systemic and strategic human resource management
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1
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Introduction to Human Resource Management
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In this lecture, we analyze how HRM practices can help organizations survive and create value. After an introduction of the role and activity of the HRM Department, we will discuss:
• How HRM can help the organization to be competitive and how today's challenges influence HRM
• The role of HRM in the formulation of organizational strategy and how to integrate the functions of HRM with the formulation of competitive strategies
The importance of specific competencies for the HRM managers
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Noe et al. (2017). Human resource management: Gaining a competitive advantage.
Chapter 1
1-53
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2
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HRM practices (1)
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This lecture introduces basic concepts of HRM practices. During the lecture, we present and describe the basic characteristics of four particular HRM practices: planning and recruitment, selection and placement, training, and performance management. In particular, we:
• Discuss how to align a company's strategic direction with its human resource planning
• Determine the labor demand for workers in various job categories
• Discuss the advantage and disadvantages of various ways of eliminating a labor surplus and avoiding a labor shortage
• Describe the recruitment policies that organizations adopt to make job vacancies more attractive
• List the sources from which job applicants can be drawn, their relative advantages and disadvantages, ad the methods for evaluating them
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Noe et al. (2019). Human resource management: Gaining a competitive advantage.
Chapter 5-6-7-8.
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3
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HRM practices (2)
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This lecture introduces basic concepts of HRM practices. During the lecture, we present and describe the basic characteristics of four particular HRM practices: planning and recruitment, selection and placement, training, and performance management. In particular, we:
• Establish the basic scientific properties of personnel selection methods, including reliability, validity, and generalizability
• Discuss how the characteristic of a job, an organization, or an applicant affect the utility of any test
• List the common methods used in selecting human resources
• Discuss how training, informal learning, and knowledge management can contribute to continuous learning companies' business strategy
• Conduct a needs assessment
• Evaluate employees' readiness for training
• Design a training session to maximize learning
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Noe et al. (2019). Human resource management: Gaining a competitive advantage.
Chapter 5-6-7-8.
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4
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HRM practices (3)
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This lecture introduces basic concepts of HRM practices. During the lecture, we present and describe the basic characteristics of four particular HRM practices: planning and recruitment, selection and placement, training, and performance management. In particular, we:
• Choose appropriate evaluation design and training outcomes based on the training objectives and evaluation purpose
• Identify the major parts of an effective performance management process
• Identify the five criteria for effective performance management systems
• Discuss the advantages and disadvantages of the different sources of performance information
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Noe et al. (2019). Human resource management: Gaining a competitive advantage.
Chapter 5-6-7-8.
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5
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HRM practices (4)
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During the lecture, we present and describe the basic characteristics of four particular HRM practices: employee development, compensation, benefit, internal communications. In particular, we:
• Explain how employee development contributes to strategies related to employee retention, development of intellectual capital, and business growth
• Discuss the steps in the development planning process
• Discuss current trends in using formal education for development
• Relate how assessment of personal type, work behaviors, and job performance can be used for employee development
• List the main decision areas and concepts in employee compensation
• Describe the major administrative tools used to manage employee compensation
• Discuss how pay influences individual employees and describe three theories that explain the effect of compensation on individuals.
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Noe et al. (2017). Human resource management: Gaining a competitive advantage.
Chapter 9-11-12
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6
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HRM practices (5)
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During the lecture, we present and describe the basic characteristics of four particular HRM practices: employee development, compensation, benefit, internal communications. In particular, we:
• Describe the fundamental pay programs for recognizing employees' contributions to the organization's success
• Discuss issues related to performance-based pay for executives
• Explain the major provisions of employee benefits programs
• Explain the importance of effectively communicating
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Noe et al. (2017). Human resource management: Gaining a competitive advantage.
Chapter 9-11-12
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7
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Leadership
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During the lecture, we will delve into a topic essential to augment employees' contribution to organizational performances, emphasizing the importance of leadership for employees' development and commitment. In particular, we will analyze:
• The style of leadership;
• The implication of leadership styles on individual and collective behaviors;
• The side effects of leadership.
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Noe et al. (2017). Human resource management: Gaining a competitive advantage.
Chapter 9-11-12
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8
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Organizational power and conflict management
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During the lecture, we will analyze conflicting dynamics within the organization and topics related to power management. More specifically, we will focus on:
• The definition of power;
• The understanding of triggers of conflicts;
• The HRM practices which can be implemented to fix conflicts.
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Noe et al. (2017). Human resource management: Gaining a competitive advantage.
Chapter 9-11-12
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9
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HRM practices and Firm performances
• Financial performances
• Organizational performances
Mutual gain approach
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During this lecture, first, we describe the different distribution and presence of HRM practices in family firms. We evaluate the impact of human resource management practices on the organizations and even on the family business. Afterward, scholars developed a considerable bulk of studies to promote the test of positive relationships between HRM and performance. In particular, we will analyze why HRMP are important for all types of organizations from a firm perspective and even from employees' outlook.
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Noe et al. (2017). Human resource management: Gaining a competitive advantage
Chapter 10
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Introduction to the peculiar traits of family firms
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10
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The nature, importance, and uniqueness
of the family business
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The goal of the lecture is to explore the nature of the family business. We begin with a series of formal definitions of a family business. Then we explore introductory concepts for describing and analyzing family firms and their importance in the global economy. In particular, we will explore:
· Definitions of the family business
· The distinction between family and non-family firms
· Definition of the family business by type of family involvement,
The theory of Circle models of family influence
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Zellweger, T. Managing the Family Business: Theory and Practice.
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11
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Strategic management in a family business
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We will present the potential sources of competitive advantages and disadvantages, which will be important for the strategic positioning of the family firm. More specifically, we will explore how family businesses' particular goals impact the strategic decision. After we examine different approaches to explain the source of competitive advantages and disadvantages for family firms:
· Typical strengths and weaknesses of family firms
· Socioemotional Wealth
· Agency perspective
· Resource-based perspective
· Organizational identity perspective
· Institutional perspective
· Paradox perspective
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Zellweger, T. Managing the Family Business: Theory and Practice.
Chapter 6
116-194
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12
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Innovation and change in a family business
• Family business life cycle
• Family first, business first
• Professionalization & Managerialization
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We will present how change and adaptation are essential prerequisites for prospering and surviving in today's dynamic marketplace. As with any other type of firm, handling change is critical for a family business. However, in light of their focus on tradition and their longer-term business outlook, family firms find dealing with change particularly challenging and pressing.
• Family Firm life cycle
• Family Succession
• Change management in family firms
• Meanings of "Professionalization" and the practical implications in a family business
Meanings of "Managerialization" and the practical implications in a family business
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Zellweger, T. Managing the Family Business: Theory and Practice.
Chapter 8
312-361
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Critical application of Human Resources Management in Family Firms
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12
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HRM in family firms
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During this lecture, we explore the field and evolution of research on Human Resources Management (HRM) in family firms since this topic has become crucial for their survival and success. Specifically, we investigate:
• what international research know about the HRM topics in family firms
• Which are the trends
• Family employees
• Non-family employees
· The relation between family employees and non-family employees
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Flamini G., & Gnan, L. (2017). A forty years' literature review on HRM in family businesses: re-shaping the research agenda. 77th Annual Meeting of Academy of Management in Atlanta
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HRM IN FAMILY FIRMS
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13
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Investigating the effects of professionalization in HRM in a family business
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In this lecture, we explore the role of formal and informal HRMP in a family business and how family or non-family HRM professionals could add a particular meaning and power to HRMP. We investigate:
· Formal HRMP
· Informal HRMP
· Family HR manager
· Non-family HR manager
· Stewardship culture
· Professional culture
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14
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HRMP configurations in family firms
The Administrative configuration
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This lecture explores how the HR function may perform a strategic role in family firms. We analyze how the strategic role of the HR function implies a shift from a deterministic and mechanical approach to the study of organizations to a more psychological and organic one.
We analyze how a family firm should coherently shape its own HRM system to warrant long-term survival. We explore the possible advantage of adopting different practices in family firms. To exploit the roles of complementarity, congruence, and synergy, we describe the firm's HRMP choice from a configurational perspective.
After we will describe the first possible configuration: the Administrative configuration.
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Giulia Flamini & Luca Gnan (2019). The Role of Awareness in Designing Human Resources Management Practices in Family Firms: A Configurational Model.
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15
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The Shared configuration
and
The Professional configuration
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We will present the second possible configuration during this lecture: The Shared configuration. Family firms that demonstrate dynamic and complex environmental dimensions search for organizational identity and affective commitment, where the personal relationships collaborative behaviors became the core objective of HRM.
After, we will present the third configuration: The Professional configuration. Family firms are in a relatively stable and complex environment and need to manage people through rules, complex procedures, articulated plans, aiming at the highest standardization of processes and efficiency. The professional configuration provides professionalization in functions/divisions and tries to incorporate and develop managerial skills.
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Giulia Flamini & Luca Gnan (2019). The Role of Awareness in Designing Human Resources Management Practices in Family Firms: A Configurational Model. Chapter 15 in Handbook of Research on Entrepreneurial Leadership and Competitive Strategy in Family Business
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16
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The Integrated configuration
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This lecture will present the fourth configuration: The Integrated configuration. In a complex and highly dynamic environmental dimension, family firms have to emphasize both efficiency and effectiveness in direct response to business needs. Family firms search for organizational identity and affective commitment, creating an integrated environment where they manage the personal relationships of individuals' working together, showing collaborative behaviors, and the functions or the divisions of the organizational structure.
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Giulia Flamini & Luca Gnan (2019). The Role of Awareness in Designing Human Resources Management Practices in Family Firms: A Configurational Model. Chapter 15 in Handbook of Research on Entrepreneurial Leadership and Competitive Strategy in Family Business
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17
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Family Business case
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FIBRA CASE
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Yedder, M. B. (2018). Human resource management in family business succession: victim or saviour?. Journal of enterprising culture, 26(04), 401-421.
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18
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Performance and goals of HRMP configurations in family firms
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During this lecture, we will explore, first, the configurational perspective. WE WILL lend a systemic viewpoint from which to project HRMP composition. We will claim that the positive performance evolves from a bundle of interrelated HR practices, forming an internally consistent whole. After, we will explore the organizational value of different configurations of HRMP in the family. Moving from coordination theory, the lecture proposes and investigates the four HRMP configurations and analyses their functional goals in achieving organizational performances.
In particular, we will answer the following questions:
· How do family firms configure their HRMP?
· Which organizational goals do they combine?
· Which organizational performances do they achieve?
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Flamini, G., Gnan, L. (2019). Configurations of HRM practices in family firms: goals and organizational performances. 79th Academy of Management (AOM) in Boston
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Prof.ssa Lucia Leonelli
