The Role of Emotional Capital in Human Resource Management Decision-Making in Family Enterprises: Evidence from MAFITA HELPER (Benin)

Abstract

Family businesses constitute a particular organizational framework in which economic logic can combine with family ties, values, and interpersonal relationships. Although research highlights the role of affective relationships and values in the management of family businesses, their quantitative measurement as emotional capital in HR decisions remains poorly documented in Benin. This article aims to analyze the influence of emotional capital on human resource management decisions in family businesses, through the example of MAFITA HELPER, a personal services company based in Cotonou. A quantitative survey using a Likert-type questionnaire was conducted with 60 participants. The data were processed using SPSS 27 with Pearson correlations. The results show positive and statistically significant correlations between the dimensions of emotional capital and the different human resources decisions, with correlation coefficients ranging between r = 0.45 and r = 0.70 (p < 0.01). These results highlight a persistent tension between managerial rationality and affective logics, with implications for fairness, motivation, and staff performance. To mitigate this tension, the study recommends the formalization of objective and transparent evaluation criteria. However, the results should be interpreted with caution, given the study's limitation to a single case with an exclusively quantitative approach.

Classification JEL : M12 ; M51 ; M54 ; J24

Paper type : Empirical Research