Description or Abstract

Family businesses serve a pivotal role in the Lebanese economy; however, not many endure to attain ongoing concern and sustainability. The current study examines the factors impacting the performance of sustainable employees in Lebanese family businesses. The research focuses on factors such as leadership style, job satisfaction, compensation, motivation, and work environment. It attempts to define the key indicators of Lebanese family business employees, in addition to how these indicators are correlated to establish sustainable performance. No previous studies in the Lebanese context explored the relationship between the determined HRM factors for this study and the performance of employees in family businesses. There are numerous beneficiaries from the findings of this study such as the owners of family businesses, HR managers, employees, business consultants, and academic researchers. This explanatory research adopts a quantitative approach with a survey as a strategy and a cross-sectional time horizon. Data is collected via Google Forms from a sample of 396 Lebanese full-time family business employees. Moreover, the data is analyzed through Smart PLS 4 software. The findings revealed that the transformational leadership style, job satisfaction, compensation, and motivation significantly impact employee performance. Conspicuously, the indicator work environment acts as a moderator that improves the correlation between leadership style, job satisfaction, and employee performance. Furthermore, job satisfaction appears as the most substantial indicator influencing employee performance. Also, the study shows that motivation, transformational leadership, and adequate compensation can enhance job satisfaction in family businesses and employee performance. In addition, an environment that is supportive plays a vital role in intensifying the influence of these indicators on Lebanese employees’ performance. Lebanese family businesses should focus on enhancing HR policies and promoting a conducive work environment to achieve sustainable employee performance. As a theoretical implication, this research accumulates to the existing literature tackling employee performance in family-owned firms. Besides, practically, the study offers implications for managers and administrators through adequate compensation policies and leadership. The basic limitation encountered in this study is the areas uncovered due to the war in Lebanon in the South and Bekaa which renders the results not generalizable. As for future research, it is recommended to take more indicators for the upcoming studies and to compare between family and non-family owned firms in the Lebanese market.

Keywords

leadership style; job satisfaction; work environment; family businesses; sustainable employee performance

Department

Center for Entrepreneurship & Innovation

Program

MENA Family Business Research Conference

Performance Date

2025-10-25

Content Type

Conference Proceeding

File Type

Transcript

Language

eng

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Business Commons

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