High-performance work systems and organizational performance across societal cultures

Name: High-performance work systems and organizational performance across societal cultures
Author: Dastmalchian, A., Bacon, N., McNeil, N., Steinke, C., Blyton, P., Kumar, M. S., Bayraktar, Seçil, Auer-Rizzi, W., Ahmad, A., Craig, T., Isa Ghazali Bin Musa, C. R. B., Habibi, M., Huang, H. J., Imer, P., Ayman, I., Kabasakal, H., Meo Colombo, C., Moghavami, S., Mukherjee, T., Tang, N., Thang, T. N., Varnali, R.

İsim	High-performance work systems and organizational performance across societal cultures
Yazar	Dastmalchian, A., Bacon, N., McNeil, N., Steinke, C., Blyton, P., Kumar, M. S., Bayraktar, Seçil, Auer-Rizzi, W., Ahmad, A., Craig, T., Isa Ghazali Bin Musa, C. R. B., Habibi, M., Huang, H. J., Imer, P., Ayman, I., Kabasakal, H., Meo Colombo, C., Moghavami, S., Mukherjee, T., Tang, N., Thang, T. N., Varnali, R.
Basım Tarihi:	2018
Basım Yeri	- Springer
Tür	Belge
Dil	İngilizce
Dijital	Evet
Yazma	Hayır
Kütüphane:	Özyeğin Üniversitesi
Demirbaş Numarası	2-s2.0-85071702258
Kayıt Numarası	67bcfe54-da4b-46dc-85d5-b0818ecff676
Lokasyon	International Business and Trade
Tarih	2018
Örnek Metin	This paper assesses whether societal culture affects the relationship between human resource management practices and organizational performance. Drawing on matched employer-employee data from 387 organizations and 7,187 employees in 14 countries, the findings show a positive relationship between high-performance work systems (HPWS) and organizational performance across societal cultures. This relationship was not moderated by three dimensions of societal culture (power distance, in-group collectivism, and institutional collectivism) as proposed by contingency models of culture fit. However, further examination of three dimensions of human resource systems (skill-enhancing, motivation-enhancing, and opportunity-enhancing practices) revealed that opportunity-enhancing practices appear less effective in high power distance cultures. The findings provide general support for the universalistic ‘best practice’ perspective with regard to the positive relationship between HPWS and organizational performance, tempered by an appreciation of the limitations to opportunity-enhancing practices in high power distance cultures.
DOI	10.5465/AMBPP.2018.161

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High-performance work systems and organizational performance across societal cultures

Yazar Dastmalchian, A., Bacon, N., McNeil, N., Steinke, C., Blyton, P., Kumar, M. S., Bayraktar, Seçil, Auer-Rizzi, W., Ahmad, A., Craig, T., Isa Ghazali Bin Musa, C. R. B., Habibi, M., Huang, H. J., Imer, P., Ayman, I., Kabasakal, H., Meo Colombo, C., Moghavami, S., Mukherjee, T., Tang, N., Thang, T. N., Varnali, R.

Basım Tarihi 2018

Basım Yeri - Springer

Tür Belge

Dil İngilizce

Dijital Evet

Yazma Hayır

Kütüphane Özyeğin Üniversitesi

Demirbaş Numarası 2-s2.0-85071702258

Kayıt Numarası 67bcfe54-da4b-46dc-85d5-b0818ecff676

Lokasyon International Business and Trade

Tarih 2018

Örnek Metin This paper assesses whether societal culture affects the relationship between human resource management practices and organizational performance. Drawing on matched employer-employee data from 387 organizations and 7,187 employees in 14 countries, the findings show a positive relationship between high-performance work systems (HPWS) and organizational performance across societal cultures. This relationship was not moderated by three dimensions of societal culture (power distance, in-group collectivism, and institutional collectivism) as proposed by contingency models of culture fit. However, further examination of three dimensions of human resource systems (skill-enhancing, motivation-enhancing, and opportunity-enhancing practices) revealed that opportunity-enhancing practices appear less effective in high power distance cultures. The findings provide general support for the universalistic ‘best practice’ perspective with regard to the positive relationship between HPWS and organizational performance, tempered by an appreciation of the limitations to opportunity-enhancing practices in high power distance cultures.

DOI 10.5465/AMBPP.2018.161