Thriving in private family firms as a non-family employee: an empirical study

IF 2.5 Q3 MANAGEMENT JOURNAL OF MANAGEMENT DEVELOPMENT Pub Date : 2024-02-26 DOI:10.1108/jmd-09-2023-0284
Said Al Riyami, Mohammad Rezaur Razzak, Maha Khamis Al Balushi
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Abstract

Purpose

Workplace thriving (WT), self-job crafting (SJC), and workplace belongingness (WB) have been shown to lead to positive outcomes for organizations and their employees. However, there seems to be a dearth of insights into the relationship between the three constructs, and non-existent in the context of non-family employees (NFEs) working in private family firms. Therefore, this study examines whether enabling NFEs to craft their own jobs leads them to reappraise their position in the organization, thus influencing both WB and WT.

Design/methodology/approach

Leaning on the conservation of resources (COR) theory and with the support of the self-determination theory (SDT), a set of hypotheses is posited relating the dimensions of SJC (seeking resources, seeking challenges and job-demand reduction) to WT, through WB as a mediator. The hypotheses are tested through partial least squares structural equation modeling (PLS-SEM) by collecting survey data from 256 NFEs working in private family firms in Oman.

Findings

The results indicate that all three dimensions of job crafting have a positive influence on WB. In the case of direct effect on WT, only the relationship between seeking challenges and WT was significant. However, the relationships between all 3 dimensions of SJC and WT became significant through WB as mediator.

Research limitations/implications

The implication of this study is that merely empowering non-family employees to craft their own jobs may not lead them to thrive in private family firms. However, if they appraise such empowerment as significant resource-gain that leads them to feel that they belong to the organization, then it is likely to enhance WT.

Practical implications

This study presents evidence for private family firms that by emphasizing on creating a sense of belongingness among their non-family employees, they can create a workplace where such employees can thrive.

Originality/value

Three novel contributions are presented through this research: (1) this appears to be the first study that integrates the COR theory with SDT to enrich the fragmented literature on NFEs in family firms by presenting an integrated framework that links SJC, WB and WT, (2) the study presents nuanced insights into the relationships between the dimensions of SJC and WT and (3) finally, this study provides evidence on the mediating role of WB between dimensions of SJC and WT, which seems to be overlooked in the past.

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作为非家族雇员在私营家族企业中茁壮成长:一项实证研究
目的工作场所欣欣向荣(WT)、自我工作设计(SJC)和工作场所归属感(WB)已被证明能为组织及其员工带来积极的结果。然而,对于这三个构念之间的关系,似乎还缺乏深入的研究,而且对于在私营家族企业工作的非家族雇员(NFEs)而言,也不存在这方面的研究。本研究以资源保护(COR)理论为基础,在自我决定理论(SDT)的支持下,提出了一系列假设,通过WB作为中介,将SJC维度(寻求资源、寻求挑战和减少工作需求)与WT联系起来。我们通过偏最小二乘结构方程模型(PLS-SEM)对这些假设进行了检验,并收集了在阿曼私营家族企业工作的 256 名非正规经济从业人员的调查数据。在对 WT 的直接影响方面,只有寻求挑战与 WT 之间的关系显著。研究局限性/启示本研究的启示是,仅仅授权非家族员工设计自己的工作可能不会使他们在私营家族企业中茁壮成长。实践意义本研究为私营家族企业提供了证据,即通过强调在非家族员工中建立归属感,私营家族企业可以为这些员工创造一个能够茁壮成长的工作场所。原创性/价值本研究有三项新贡献:(1)这似乎是第一项将 COR 理论与 SDT 相结合的研究,通过提出一个将 SJC、WB 和 WT 相联系的综合框架,丰富了有关家族企业中非家族企业的零散文献;(2)本研究对 SJC 和 WT 各维度之间的关系提出了细致入微的见解;(3)最后,本研究提供了 WB 在 SJC 和 WT 各维度之间的中介作用的证据,而这一点在过去似乎被忽视了。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
CiteScore
7.00
自引率
9.70%
发文量
28
期刊介绍: ■Competence-based management development ■Developing leadership skills ■Developing women for management ■Global management ■The new technology of management development The Journal of Management Development draws together the thinking and research relating to the role played by managers in their immediate environment, and the ways in which they can widen their responsibilities to take on larger roles. Many companies now appreciate that investment in management development helps to reduce costs, increase sales and improve productivity - so it"s well worth investigating.
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