Family businesses are disparate from other forms of businesses because of their stakeholder constituent (i.e. the relationship between family members as owners, top management, board of directors, employees); the emotional attachment to their ownership and ambivalence; duality of goals, i.e. economic and non-economic; a shared sense of identity and a lifelong common history for family-member-employees, which influences their behaviours both on the job and off the job; and the different means used in their communication, documentation, conflict resolution, etc. Therefore in family businesses where some employees are part of the owning family as well, the factors that may motivate such family-member-employees to work may be quite different from those that may motivate workers or employees who are not part of the owning family to work. In this research, we directly asked workers in a family business (categorized into family-member-employees and non-family-member-employees, managers and CEOs) to indicate the reasons for work performances within the family business. The results of the survey showed that, amidst other important factors, the only factor that every group of respondents mentioned as directly contributing to work performance in a family business, regardless of what category of employee one is, is the tying of rewards to performance or productivity. Keywords: Performance, family business, Ambivalence, Job performance
Background
Long working hours have negative effects on employee health and safety in terms of performance, fatigue, psychological and physiological health, safety, and the work-life balance. As a result of globalization, it has become increasingly common internationally for people to work long hours. Many researchers have investigated the relationships among working hours, work stress, and job satisfaction in Western countries, but little research has been conducted in the Chinese community to determine the relationships between working hours and work stress, especially in different job satisfaction situations. The job nature of textile and clothing merchandising staff in Hong Kong is different from that in Western countries. The large time difference between Hong Kong and its two major markets, Europe and the United States, may result in longer working hours. The influence of these long working hours on the lives of staff members may thus be different from that in Western industries.
Purpose
The main objective of this project is to investigate the influence of working hours on the work stress of Hong Kong textile and clothing merchandising staff with the mediation of job satisfaction.
Methodology
Data from 180 merchandising staff members have been collected by questionnaire for multiple regression analysis.
Findings
The results suggest that people who report longer working hours generally suffer from higher levels of work stress. Although the influence of long working hours on work stress is weaker in high job satisfaction situations than it is in low job satisfaction situations, it is still statistically significant. Lastly, the results also suggest that job satisfaction plays an important role in mediating the influence of long working hours.
A algorithm for the detection and diagnosis of faults in unknown nonliear systems is presented in this paper.It identifies and models the nonlinear systems via neural networks.By comparing the differences between output of the system and that of the healthy neural model,the magnitude of the fault can be identified on line.
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It is widely known that a family's involvement in a business distinguishes a family business from the rest. This research details the importance that employees who are family members, non- family members, and managers of family businesses give to fourteen corporate governance issues affecting family business operations. Data was collected from 395 respondents from Ghana, a sub-Saharan economy. Respondents' responses were analyzed using frequencies, percentages, means, standard deviations, and principal component analysis. All respondents rated the preparation and training of a successor as the most important factor needing attention in family business operations, relative to other factors. Based on the results of the survey and analysis, implications are drawn for family businesses and recommendations made to owners and managers of such firms.
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