Employee motivation and job satisfaction in family-owned businesses

  • Received November 8, 2021;
    Accepted December 20, 2021;
    Published December 29, 2021
  • Author(s)
    Ladislav Mura
    ORCID Researcher ID ,
    Zuzana Hajduova
    ORCID Researcher ID ,
    Marián Smorada
    ORCID Researcher ID ,
    Zuzana Jakubova
    ORCID
  • DOI
    http://dx.doi.org/10.21511/ppm.19(4).2021.40
  • Article Info
    Volume 19 2021, Issue #4, pp. 495-507
  • TO CITE АНОТАЦІЯ
  • Cited by
    4 articles
  • 1180 Views
  • 245 Downloads

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License

This study aimed to investigate the differences in motivational focus and sources of satisfaction between family and non-family employees in family businesses. Data from a questionnaire survey conducted between May and September 2021 were used to examine the relationship of work motivation between family and non-family employees. Data were collected via a questionnaire and interviews with 56 non-family employees and 148 family employees from family businesses of eight Slovak regions. To meet the stated aim, relevant quantitative methods such as the two-sample Fisher’s F-test, two-sample Student’s t-test with inequality of variances, and the Pearson correlation method were applied. Based on the established results, it can be assumed that it is possible to adapt the dealings with the employees of family companies more closely to their individual needs, and thus contribute to their performance. Non-family employees are more oriented towards economic benefits. Family employees show a more balanced orientation between economic benefits and moral satisfaction. This confirms that financial considerations are still an important factor of motivation for non-family employees. According to the results of the study, non-family employees tend to focus on content and activity, while family employees rather focus on success. A possible explanation could be that family members perceive the success of a company more than their own and feel more confident in the choice of activities they would like to carry out, so they take this fact more than for granted.

Acknowledgment
This paper has been supported by funds of the project VEGA No. 1/0240/20. This study was supported by the project GAAA 5-5/2020 “Development of family businesses in Slovak regions”, which has received funding from Grant Agency Academia Aurea and by project VEGA 1/0813/19 “Managing the development of innovative and start-up forms of businesses in international environment and verification of INMARK concept”, which has received funding from the Ministry of Education, Science, Research and Sport of the Slovak Republic.

view full abstract hide full abstract
    • Figure 1. Box-plot (H1)
    • Figure 2. Box-plot (H2)
    • Figure 3. Box-plot (H3)
    • Figure 4. Box-plot (H4)
    • Conceptualization
      Ladislav Mura, Zuzana Hajduova, Marián Smorada
    • Investigation
      Ladislav Mura, Zuzana Hajduova, Marián Smorada, Zuzana Jakubova
    • Resources
      Ladislav Mura, Marián Smorada, Zuzana Jakubova
    • Writing – original draft
      Ladislav Mura, Zuzana Hajduova, Marián Smorada
    • Writing – review & editing
      Ladislav Mura
    • Methodology
      Zuzana Hajduova, Zuzana Jakubova
Related Articles

  • Factors affecting employee turnover and sound retention strategies in business organization: a conceptual view

    Chowdhury Abdullah Al Mamun , Md. Nazmul Hasan doi: http://dx.doi.org/10.21511/ppm.15(1).2017.06
    Problems and Perspectives in Management Volume 15, 2017         Issue #1         pp. 63-71 Views: 15917 Downloads: 6794 TO CITE АНОТАЦІЯ

    “Employee turnover” as an expression is broadly used in business organization. Despite the fact that several studies have been performed on this topic, little research has been conducted on examining the causes and leading factors of turnover as well, as advising some feasible approaches, which can be applied by bosses to ensure that employees will continue in their respective organizations to enhance organizational effectiveness and productivity. The main purpose of this study is to determine the reasons and key factors in the perspectives of the relevant literature and identify to the intention of employee turnover. This conceptual paper also suggests various possible strategies on how to minimize the turnover and retain employees in the organizations. Hence, the paper has proposed a conceptual framework that shows the major variables in explaining the phenomenon of employee turnover and addressing sound retention strategies to handle these issues.

  • Effect of servant leadership on the performance of a regional general hospital

    DaswatiORCID , Pricylia Chintya Dewi BuntuangORCID , Syahruddin HattabORCID , Yoberth KorneliusORCID doi: http://dx.doi.org/10.21511/ppm.19(2).2021.40
    Problems and Perspectives in Management Volume 19, 2021         Issue #2         pp. 507-518 Views: 1594 Downloads: 922 TO CITE АНОТАЦІЯ

    Currently, leadership becomes the concern of studies in public organizations. However, studies on servant leadership and its impact on hospital performance are still limited. This study aims to identify the relationship and impact of servant leadership on organizational performance (hospital). A quantitative approach was used on a sample of 729 healthcare workers at the Undata Regional General Hospital in Palu. The sampling was based on the Slovin formula with an error rate of 5%, thus it involved 258 respondents. Further, the sample was selected using a random proportional sampling technique to represent each field in the hospital. The data were analyzed using descriptive statistics and simple linear regression analysis with hypothesis testing. The results of descriptive analysis on the servant leadership variable showed that the highest mean value is the item stating that leadership in the hospital has a thorough understanding of the organization and its goals. Meanwhile, the lowest is the item stating that leaders sacrifice their interests less to meet the needs of healthcare workers. In the organizational performance variable, the highest mean value is the item that states that healthcare workers can work effectively every working day, while the lowest is the item of patients complaining about healthcare procedures. Furthermore, the results of regression analysis through hypothesis testing showed that servant leadership has a significant effect on organizational performance of hospitals with a strong level of relationships.

  • Does having knowledge of green human resource management practices influence its implementation within organizations?

    Vuyokazi MtembuORCID doi: http://dx.doi.org/10.21511/ppm.17(2).2019.20
    Problems and Perspectives in Management Volume 17, 2019         Issue #2         pp. 267-276 Views: 1474 Downloads: 257 TO CITE АНОТАЦІЯ

    Sustainability and green practices are in the frontline of issues organizations globally are concerned about because of the consequences of climate change and its challenges. The objective and key question of this study was to determine whether there is a relationship between knowledge of green human resource management (HRM) practices and its implementation within the organizations. The study followed a methodology of triangulated empirical research approach with a combined method of qualitative and quantitative research approaches. Human resource practitioners from human resource divisions in higher education institutions in KwaZulu-Natal, South Africa, formed the population surveyed. Interview schedule and questionnaires were instruments used in data collection. Thematic analysis was used to analyze data collected from interviews. Statistical Package for Social Sciences (SPSS) version 24 was used to analyze quantitative data collected. About half of HR practitioners indicated minimal awareness of the concept ‘green HRM’, but reflected moderate knowledge and understanding of green HRM activities. Overall, the findings revealed a moderate application of green HRM principles in HRM activities in the institutions. There was no policy framework in the form of green HRM policies to drive green activities within the HR divisions and institutionally. Findings also revealed that there is a relationship between knowledge of green HRM activities and its implementation within the organization. Also, a strong correlation was found to exist between green HRM policies and implementation of green HRM activities in the organization. This then led the researcher to recommend that organizations who aspire to go green, be resource efficient and sustainable will need to have green HRM policies in place, they will also need to ensure that training and awareness workshops on green HRM are conducted to skill and equip all stakeholders involved.

Download Preview
Close
Problems and Perspectives in Management
Problems and Perspectives in Management