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Primeira e segunda gerações nas pequenas empresas familiares : padrões culturais, práticas de gestão de recursos humanos e cumprimento do contrato psicológico
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Advisor(s)
Abstract(s)
Nesta dissertação estudou-se o impacto da primeira e segunda gerações nos padrões
culturais, práticas de Gestão de Recursos Humanos (GRH) e cumprimento do contrato
psicológico, nas pequenas empresas familiares. No primeiro estudo, através de múltiplos
estudos de caso que se basearam em entrevistas às famílias dirigentes de seis empresas,
foram empiricamente testadas as configurações culturais das empresas familiares
teoricamente definidas por Dyer (1986). Verificou-se que, embora as duas gerações
tendam a criar configurações culturais diferentes, existem outras variáveis que influenciam
a emergência dos diversos padrões culturais: a idade e nível académico do fundador,
presença/ausência de um gestor ou técnico de Recursos Humanos e a fase do processo de
sucessão. No segundo estudo, procurou-se compreender se existem diferenças
significativas na forma como os empregados percebem as práticas de GRH, consoante a
geração que gere a empresa. Pretendeu-se ainda verificar se a percepção dessas práticas
está associada à percepção de cumprimento do contrato psicológico e se constitui um
processo mediador que explica a relação entre a geração e a percepção de cumprimento do
contrato. Com base na análise dos dados recolhidos a partir de um inquérito, por
questionário, respondido por uma amostra constituída por 279 empregados de dez
empresas, concluiu-se que a segunda geração afecta negativamente a percepção de boas
práticas de GRH. Ficou também demonstrado que a percepção que os empregados têm
dessas práticas tem um impacto significativo na sua percepção do grau de cumprimento do
contrato psicológico por parte do empregador. Verificou-se ainda que o modo como os
empregados interpretam as práticas de GRH é uma variável claramente mediadora entre a
geração e a percepção de cumprimento do contrato psicológico balanceado. No caso do
contrato relacional, essa relação é parcialmente mediada, sugerindo que a substituição do fundador pela segunda geração afecta directa e negativamente a relação afectiva entre os
empregados e o empregador.
The present thesis aims to study the impact of first and second generation on the cultural patterns, Human Resource Management practices and psychological contract fulfilment, in small family firms, based on the perceptions of family leaders and employees. Our first study is a multiple case study and sets out to empirically test cultural configurations theoretically defined by Dyer (1986) and to understand whether, besides the variable generation, there are other aspects that influence the emergence of a cultural pattern. We found that the founder‟s age and academic level, the presence/absence of a Human Resource technician, and the succession process phase are important variables which influence the emergence of different cultural configurations. In our second study, we sampled two hundred and seventy nine employees from ten small sized family businesses in order to examine if their perceptions of HRM practices depend on the generation who is managing the firm. We also aimed to understand whether these perceptions are related to the perception of psychological contract fulfilment. Finally, we examined perceived HRM practices as potential mediator in explaining the relationship between generation and psychological contract fulfilment (both relational and balanced). Our findings support the idea that generation is related to the employees‟ perception of HRM practices since in the second generation employees had a worse perception. Furthermore, the employees‟ perception of HRM practices was related to psychological contract fulfilment and fully mediated the relationship between the generation and the perception of balanced psychological contract fulfilment. However, the relationship between generation and the relational psychological contract fulfilment was only partially mediated by employees‟ perception of HRM practices. This suggests that the change of family leader in a succession process directly and negatively affects the affective relationship between employees and company.
The present thesis aims to study the impact of first and second generation on the cultural patterns, Human Resource Management practices and psychological contract fulfilment, in small family firms, based on the perceptions of family leaders and employees. Our first study is a multiple case study and sets out to empirically test cultural configurations theoretically defined by Dyer (1986) and to understand whether, besides the variable generation, there are other aspects that influence the emergence of a cultural pattern. We found that the founder‟s age and academic level, the presence/absence of a Human Resource technician, and the succession process phase are important variables which influence the emergence of different cultural configurations. In our second study, we sampled two hundred and seventy nine employees from ten small sized family businesses in order to examine if their perceptions of HRM practices depend on the generation who is managing the firm. We also aimed to understand whether these perceptions are related to the perception of psychological contract fulfilment. Finally, we examined perceived HRM practices as potential mediator in explaining the relationship between generation and psychological contract fulfilment (both relational and balanced). Our findings support the idea that generation is related to the employees‟ perception of HRM practices since in the second generation employees had a worse perception. Furthermore, the employees‟ perception of HRM practices was related to psychological contract fulfilment and fully mediated the relationship between the generation and the perception of balanced psychological contract fulfilment. However, the relationship between generation and the relational psychological contract fulfilment was only partially mediated by employees‟ perception of HRM practices. This suggests that the change of family leader in a succession process directly and negatively affects the affective relationship between employees and company.
Description
Tese de doutoramento, Psicologia (Psicologia Social), Universidade de Lisboa, Faculdade de Psicologia, 2010
Keywords
Contrato psicológico Empresas familiares Gestão de recursos humanos Teses de doutoramento - 2010