Perceived organizational justice in family SMEs: The challenge of HRM consistency.

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Title: Perceived organizational justice in family SMEs: The challenge of HRM consistency.
Authors: Kroon, Brigitte, Kramer, Astrid, Kox, Joyce
Source: Applied Psychology: An International Review. Oct2024, Vol. 73 Issue 4, p1603-1625. 23p.
Subjects: Employee psychology, Corporate culture, Cross-sectional method, Pearson correlation (Statistics), Social justice, Personnel management, Data analysis, Entrepreneurship, Questionnaires, Leadership, Judgment sampling, Descriptive statistics, Business, Motivation (Psychology), Research methodology, Statistics, Comparative studies, Industrial relations
Abstract: Liabilities of smallness, family relations, leadership style, and preferences are all reasons why owners of small and medium‐sized family enterprises (family SMEs) apply procedures to manage employees inconsistently. For family and non‐family employees of family SMEs, inconsistencies in human resource management (HRM) may be a source of frustration that hampers their performance and wellbeing. Using a sample of 713 respondents in 116 family SMEs, we examined how HRM consistency as a whole, and as three HRM bundles (ability, motivation, and opportunity) could enhance the perceived organizational justice of employees in family SMEs, and whether this differs for family and non‐family employees. We indeed found that HRM consistency is a condition for perceived organizational justice of employees and that this effect was more pronounced for non‐family employees than for family employees. We explain this difference by the distinct environment where the fairness heuristics of employees developed. Where non‐family employees develop their fairness heuristics only in the business sphere, family employees start to develop their fairness heuristics earlier on in the family sphere. We also found evidence that inconsistencies in the motivation‐enhancing HRM bundle were most susceptible to negative perceptions of organizational justice. [ABSTRACT FROM AUTHOR]
Copyright of Applied Psychology: An International Review is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
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  Data: Liabilities of smallness, family relations, leadership style, and preferences are all reasons why owners of small and medium‐sized family enterprises (family SMEs) apply procedures to manage employees inconsistently. For family and non‐family employees of family SMEs, inconsistencies in human resource management (HRM) may be a source of frustration that hampers their performance and wellbeing. Using a sample of 713 respondents in 116 family SMEs, we examined how HRM consistency as a whole, and as three HRM bundles (ability, motivation, and opportunity) could enhance the perceived organizational justice of employees in family SMEs, and whether this differs for family and non‐family employees. We indeed found that HRM consistency is a condition for perceived organizational justice of employees and that this effect was more pronounced for non‐family employees than for family employees. We explain this difference by the distinct environment where the fairness heuristics of employees developed. Where non‐family employees develop their fairness heuristics only in the business sphere, family employees start to develop their fairness heuristics earlier on in the family sphere. We also found evidence that inconsistencies in the motivation‐enhancing HRM bundle were most susceptible to negative perceptions of organizational justice. [ABSTRACT FROM AUTHOR]
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  Data: <i>Copyright of Applied Psychology: An International Review is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.</i> (Copyright applies to all Abstracts.)
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      – Type: doi
        Value: 10.1111/apps.12556
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      – Code: eng
        Text: English
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      Pagination:
        PageCount: 23
        StartPage: 1603
    Subjects:
      – SubjectFull: Employee psychology
        Type: general
      – SubjectFull: Corporate culture
        Type: general
      – SubjectFull: Cross-sectional method
        Type: general
      – SubjectFull: Pearson correlation (Statistics)
        Type: general
      – SubjectFull: Social justice
        Type: general
      – SubjectFull: Personnel management
        Type: general
      – SubjectFull: Data analysis
        Type: general
      – SubjectFull: Entrepreneurship
        Type: general
      – SubjectFull: Questionnaires
        Type: general
      – SubjectFull: Leadership
        Type: general
      – SubjectFull: Judgment sampling
        Type: general
      – SubjectFull: Descriptive statistics
        Type: general
      – SubjectFull: Business
        Type: general
      – SubjectFull: Motivation (Psychology)
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      – SubjectFull: Research methodology
        Type: general
      – SubjectFull: Statistics
        Type: general
      – SubjectFull: Comparative studies
        Type: general
      – SubjectFull: Industrial relations
        Type: general
    Titles:
      – TitleFull: Perceived organizational justice in family SMEs: The challenge of HRM consistency.
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            NameFull: Kroon, Brigitte
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            NameFull: Kramer, Astrid
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            – D: 01
              M: 10
              Text: Oct2024
              Type: published
              Y: 2024
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              Value: 73
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