Cultural impact of human resource practices on job satisfaction

2014 ◽  
Vol 21 (1) ◽  
pp. 55-77 ◽  
Author(s):  
Jeanine Karin Andreassi ◽  
Leanna Lawter ◽  
Martin Brockerhoff ◽  
Peter J. Rutigliano
Keyword(s):  
Job Satisfaction ◽  
Human Resource ◽  
High Performance ◽  
Management Practices ◽  
Job Characteristics ◽  
Cultural Dimensions ◽  
Human Resource Practices ◽  
Content Type ◽  
Hofstede’S Cultural Dimensions ◽  
Hofstede's Cultural Dimensions

Purpose – The purpose of this paper is to determine the effect of high-performance human resource practices on job satisfaction across four cultural regions – Asia, Europe, North America, and Latin America. High-performance human resource practices were used to predict job satisfaction for each region and then compared to determine significant differences. Hofstede's cultural dimensions were employed as a basis for structuring hypothesized differences across cultural regions. Design/methodology/approach – Data were collected from a proprietary industry survey on employee work attitudes. The sample consisted of over 70,000 employees from four large multinational organizations with at least four offices in each of the four regions. Data were analyzed using regression analysis and comparison testing across models. Findings – There are significant relationships between job characteristics and job satisfaction across all regions of the world, with a sense of achievement universally the most important driver. Although job characteristics impact job satisfaction across all regions, there are significant differences in the relative importance of job characteristics on job satisfaction, consistent with Hofstede's cultural dimensions. Practical implications – The findings have implications for tailoring human resource management practices across locations within multinationals. Originality/value – This research is believed to be the first cross-cultural study of human resource practices affecting job satisfaction using multiple organizations and industries.

Making the case for manager delegation of authority

2016 ◽  
Vol 24 (5) ◽  
pp. 1-3 ◽  
Author(s):  
Paul R. Lyons
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
High Performance ◽  
Design Methodology ◽  
Management Practices ◽  
Content Type ◽  
Delegation Of Authority ◽  
Human Resource Management Practices ◽  
Broad Array ◽  
Potential Benefits

Purpose The purpose of this paper is to present some of the foundational characteristics of the effective delegation of authority. Taken from a broad array of research and opinion, the fundamental aspects are given clear exposition. Design/methodology/approach Addressed in this paper are several areas that establish the basis for effective delegation to include the psychology of delegation, potential benefits, delegation and high performance human resource management practices, and fears of actually delegating authority. Findings Findings are grounded on actual practices which have been researched. There is a “science” to manager delegation of authority, and the critical information about how to delegate is presented. Originality/value This work gives shape to the actions that help to create effective delegation. There are many benefits that accrue from effective delegation, and these benefits are often under-represented.

scholarly journals How do online reviewers’ cultural traits and perceived experience influence hotel online ratings?

2019 ◽  
Vol 31 (12) ◽  
pp. 4543-4573 ◽  
Author(s):  
Marcello Mariani ◽  
Marina Predvoditeleva
Keyword(s):  
Direct Measurement ◽  
Power Distance ◽  
Cultural Dimensions ◽  
Content Type ◽  
Hofstede’S Cultural Dimensions ◽  
Online Ratings ◽  
Cultural Traits ◽  
Hofstede's Cultural Dimensions ◽  
Research Stream ◽  
Measurement Approach

Purpose The purpose of this study is to examine the role and influence of online reviewers’ cultural traits and perceived experience on online review ratings of Russian hotels by taking a direct measurement approach. Design/methodology/approach The authors adopt an explanatory sequential research design consisting of two stages. In the first stage, based on a sample of almost 75,000 Booking.com online reviews covering hotels located in Moscow (Russia), this study examines quantitatively to what extent the cultural traits of online reviewers and hotel guests’ perceived experience in online reviewing affect online ratings also using censored regressions. In the second stage, it interprets the results in light of semi-structured interviews conducted with a convenience sample of managers. Findings Each of the Hofstede’s cultural dimensions (namely, individualism, masculinity, uncertainty avoidance and power distance) exerts a significantly negative influence on the hotel online ratings. More specifically, the higher the levels of individualism, masculinity, uncertainty avoidance and power distance, the lower the hotel’s online ratings. Reviewers’ perceived experience in online reviewing is negatively related to online ratings. Research limitations/implications The study’s findings bear relevant practical implications for hotel managers and online platform managers in countries that are not typically covered by online consumer behavior studies in hospitality such as Russia. From a theoretical viewpoint, this study contributes to cultural studies in hospitality management and marketing with a further development of the nascent research stream taking a direct measurement approach to the study of cultural influences on consumers’ behaviors. Furthermore, this study offers a better and in-depth understanding of the role of cultural traits on electronic word of mouth, as well as international market segmentation theory in online settings. Originality/value The conjoint exploration of the effects of cultural differences and perceived experience in online reviewing adds to the nascent research stream taking a direct measurement approach to the study of the Hofstede’s cultural dimensions on online consumers’ behaviors. The authors make multiple theoretical and methodological contributions, highlighting that online hospitality customers cannot be considered as one homogeneous mass. Instead, the application of Hofstede’s cultural dimensions allows identifying distinctively different online behaviors across international online customers: different online customer groups can be clustered into segments, as they display different online behaviors and give different online evaluations.

The importance and formalization of service quality dimensions: a comparison of Chile and the USA

2014 ◽  
Vol 31 (2) ◽  
pp. 145-151 ◽  
Author(s):  
Rodrigo Guesalaga ◽  
Dennis Pitta
Keyword(s):  
Customer Satisfaction ◽  
Service Quality ◽  
Cultural Dimensions ◽  
Content Type ◽  
Quality Perceptions ◽  
Hofstede’S Cultural Dimensions ◽  
The Usa ◽  
Quality Dimensions ◽  
Service Quality Dimensions ◽  
Hofstede's Cultural Dimensions

Purpose – Services account for a very large portion of the economic activity in most countries. While there is abundant academic research on service quality, which has focused mainly on determining service quality dimensions, understanding service quality antecedents, and relating service quality to key outcomes, such as customer satisfaction and performance, there is, however, limited research on an increasingly relevant issue, which is how service quality perceptions differ among cultures. The aim of this research is to address this question. Design/methodology/approach – The research used two identical surveys administered to managers in two different cultures. One survey was in English for the US sample and one was in Spanish for the Chilean sample. The surveys measured the importance of the five SERVQUAL service dimensions as well as relevant information about the respondent's experience, position and type of company at which he/she worked. Each country was examined for significant characteristics using Hofstede's cultural dimensions. Hypotheses were developed reflecting the differences expected by the characteristics of the cultures in which the respondents worked. Data was analyzed to extract meaning from the data using ANOVA. Findings – Of the five service quality dimensions (tangibles, reliability, responsiveness, assurance and empathy), reliability is the most important in both countries. Responsiveness is the second most important. Three of the hypotheses testing the difference in perceived importance among service quality dimensions between Chile and the USA, were supported. H1: no difference exists between the two countries in the importance of tangibles, is supported (p=0.000). H2: reliability is more important in Chile than in the USA, is also supported (p=0.039). H3: responsiveness is more important in the USA than in Chile, is supported as well (p=0.012). Research limitations/implications – Use of MBA students as survey respondents limits the generalizability of the results. Despite the fact that each subject was employed in a managerial position within a firm, each subject was also enrolled in an MBA program. Arguably, the subjects are all employed in business but differ from others who are not in degree programs. Practical implications – The research highlights the need to attend to perceptions of service quality globally. The Hofstede cultural dimensions provide a clear and easy to apply framework that allows companies to identify what is important in a host culture. That information will enable service quality adjustments that offer the potential of improving customer satisfaction and firm success. Originality/value – The current research is the first to use two tested conceptualizations to assess differences in service quality importance across cultures. It explores the relationship of Hofstede's cultural dimensions, with perceptions of service quality. It hypothesizes which service quality dimensions will be important based on the characteristics of the culture in which they are delivered. No other study has compared service quality perceptions between the USA and Chile. Each country has a vibrant, free market economy. The study provides a foundation for approaching other markets in Latin America and in countries with similar cultural dimensions.

HRM and product innovation: does innovative work behaviour mediate that relationship?

2018 ◽  
Vol 56 (6) ◽  
pp. 1417-1429 ◽  
Author(s):  
Raquel Sanz-Valle ◽  
Daniel Jiménez-Jiménez
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Product Innovation ◽  
High Performance ◽  
Management Practices ◽  
Content Type ◽  
Human Resource Management Practices ◽  
Innovative Work ◽  
Innovative Work Behaviour

Purpose The purpose of this paper is to empirically analyse the mediator effect of innovative work behaviour (IWB) between the firm’s human resource management system and product innovation. Design/methodology/approach Data are collected from 225 Spanish manufacture companies. Hypotheses are tested using structured equation modelling. The structural model is estimated through partial least squares modelling. Findings The results provide strong evidence about the effect of the system of human resource management practices on both, employee’s IWB and product innovation. Furthermore, findings support the idea that employee’s IWB mediates the relationship between human resource management and product innovation. Research limitations/implications Although the study counts with the limitations of cross-sectional studies, its findings suggest that employees’ IWB fosters product innovation and that the adoption of a high-performance work system is positively associated to such behaviour. Practical implications This paper shows that companies seeking to foster product innovation should pay attention to their employees’ behaviour. In particular, they should promote that employees engage in innovative behaviours, and that adopting high-performance human resource management practices can help in this line. Originality/value Although a number of studies suggest that IWB is a key determinant of innovation and a mediator in the link between human resource management and innovation, there is no empirical research examining these relationships. This paper covers this gap detected in the literature and provides evidence supporting them.

Beyond monetary motivation: the moderation of Hofstede's cultural dimensions

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Stephen Tetteh ◽  
Rebecca Dei Mensah ◽  
Christian Narh Opata ◽  
Gloria Nana Yaa Asirifua Agyapong
Keyword(s):  
Cultural Values ◽  
Power Distance ◽  
Sampling Technique ◽  
Simple Random Sampling ◽  
Cultural Dimensions ◽  
Mobile Telecommunication ◽  
Content Type ◽  
Motivation Factors ◽  
Hofstede’S Cultural Dimensions ◽  
Hofstede's Cultural Dimensions

PurposeThis study explicitly examines how Hofstede's cultural dimensions moderate the relationship between nonmonetary motivation factors and performance.Design/methodology/approachThrough the simple random sampling technique, the hypotheses were tested with a sample of 604 employees from a mobile telecommunication company operating in both China and Ghana, two countries that represent two same and opposite cultural poles on Hofstede's cultural dimensions.FindingsThe results point that employee motives such as relationship, supervision, challenging work and achievement are moderated by cultural values. Whilst employees with high power distance cultural values are highly motivated by high supervision, those with low individualistic cultural values are highly motivated by high relationship. The results also depict that whilst the interaction effects between supervision and power distance and relationship and individualism on performance were marginal for both China and Ghana samples, the interaction effect of achievement and masculinity as well as challenging work and uncertainty avoidance on performance had great differences due to the different cultural values for the two countries.Practical implicationsThis study implies that, as organizations are devising strategies to lower personnel costs in a recessionary period, there is the need to redesign motivation factors that go beyond monetary means and based on the cultural background of an employee in order to improve performance.Originality/valueThis is one of the few studies that focused on nonmonetary motives from a cultural management perspective with samples from emerging economies.

Hofstede’s cultural dimensions in accounting research: a review

2016 ◽  
Vol 24 (4) ◽  
pp. 545-573 ◽  
Author(s):  
Hichem Khlif
Keyword(s):  
Tax Evasion ◽  
Meta Analysis ◽  
Positive Association ◽  
Historical Record ◽  
Cultural Dimensions ◽  
Environmental Disclosure ◽  
Content Type ◽  
Accounting Research ◽  
Hofstede’S Cultural Dimensions ◽  
Hofstede's Cultural Dimensions

Purpose This paper aims to review the use of Hofstede’s cultural dimensions in accounting research over the period 1995-2015. Design/methodology/approach The author combines electronic and manual searches to identify relevant studies using key words like “national culture” or “Hofstede’s cultural dimensions” and “accounting” or “auditing” or “taxation”. The search yields a total number of 35 published studies. For each reviewed stream of research, the author presents its theoretical underpinning and summarises its main results. Findings The paper identifies four main accounting research topics being reporting policy, auditing, taxation and miscellaneous accounting. These studies use three main methodologies including empirical, experiment and meta-analysis. The review reveals that individualism is positively related to corporate reporting policy, while it is associated with low levels of tax evasion. High levels of masculinity are generally associated with low disclosure environments and aggressive accounting manipulations. Finally, long-term orientation has been examined with respect to social environmental disclosure, and findings are supportive of a positive association between both variables. Originality/value This literature review represents a historical record, an introduction and a guidance for researchers who aim to examine whether Hofstede’s cultural dimensions may be useful in explaining other accounting phenomena. It also presents the main criticisms addressed to Hofstede’s framework. Finally, it conducts a critical analysis for reviewed studies and highlights their reductionist approach in explaining accounting phenomena and methodological weaknesses.

Do organisational culture and national culture mediate the relationship between high-performance human resource management practices and organisational citizenship behaviour?

2020 ◽  
Vol 41 (8) ◽  
pp. 1179-1197
Author(s):  
Pamela Lockhart ◽  
Nusrat Khan Shahani ◽  
Ramudu Bhanugopan
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
National Culture ◽  
High Performance ◽  
Management Practices ◽  
Organisational Culture ◽  
Content Type ◽  
Human Resource Management Practices ◽  
The Impact ◽  
The Relationship

PurposeThe purpose of this paper is to examine the impact of high-performance human resource management practices (HPHRMPs) on organisational citizenship behaviour (OCB) and the influences of national culture (NC) and organisational culture (OC) on this relationship.Design/methodology/approachUsing a self-administered survey, data were collected from a sample of 420 public sector employees. The hypotheses were tested using structural equation modeling and hierarchical regression analysis.FindingsThe findings of this study offer new insights into the ability to improve OCB through greater consideration of NC and OC in the design of HPHRMP. The results indicated that NC fully mediates the relationship between HPHRMP and OCB, whilst OC has a partial mediating influence.Research limitations/implicationsHPHRMP includes a wide variety of functional areas; however, this study has only examined three (reward management, performance appraisal and promotion practices) and contributes to understanding the importance of institutional theory in HRM.Practical implicationsThis study highlights the need for HR professionals to ensure that they consider the impact of cultural differences (national and organisational) on how these HR practices will be perceived by employees.Originality/valueThe present study seeks to extend research into the link between cultural context and HPHRMP and posits that culture plays a crucial role in this relationship.

Do “high-performance” human resource practices work in public universities? Mediation of organizational and supervisors’ supports

2019 ◽  
Vol 10 (4) ◽  
pp. 493-506
Author(s):  
Abubakar Tabiu
Keyword(s):  
Organizational Performance ◽  
Human Resource ◽  
Organizational Support ◽  
High Performance ◽  
Public Universities ◽  
Equation Modeling ◽  
Human Resource Practices ◽  
Supervisory Support ◽  
Content Type

Purpose The purpose of this paper is to explore the relationship between “high-performance” human resource practices (HPHRP) and organizational performance, using organizational and supervisors’ supports as mediating variables. Design/methodology/approach Using cross-sectional design, the data were obtained from 311 public university lecturers in Nigeria. The study employed partial least square structural equation modeling (PLS-SEM) in the analysis. Findings The results suggested that the application of HPHRP in the public universities has direct and indirect effects on organizational performance. Also, HPHRP are linked with both organizational support and supervisory support. In turn, the organizational support and supervisory support are strongly linked with organizational performance. Furthermore, both organizational support and supervisory support fully mediate the positive relationships between HPHRP and organizational performance. The mediating role of both organizational support and supervisory support revealed their significance in HPHRP-performance link particularly within the context of public universities. Research limitations/implications The study employed self-report in collecting data for all the major constructs. Practical implications The study demonstrated the importance of HPHR practices (rigorous selection processes; training and development opportunities; information and communication practices; employee involvement in decision making; job security; fair reward system; team working and career management) and how they are directly related to organizational support, supervisory support and performance of organization. Second, for the management to enhance organizational performance (particularly in public universities), the need to emphasize on appropriate and effective HRM practices capable of promoting organizational and supervisory supports is required. This will enable the creation of supportive work environment that will promote better organizational performance. Originality/value The study adds value by providing additional understanding of the significant role of organizational support and supervisors support in HPHRP-organizational performance link.

Work-family balance and cultural dimensions: from a developing nation perspective

2016 ◽  
Vol 45 (2) ◽  
pp. 315-333 ◽  
Author(s):  
Farveh Farivar ◽  
Roslyn Cameron ◽  
Mohsen Yaghoubi
Keyword(s):  
Social Interaction ◽  
Qualitative Data ◽  
Work And Family ◽  
Cultural Dimensions ◽  
Content Type ◽  
Family Balance ◽  
Hofstede’S Cultural Dimensions ◽  
Work Family Balance ◽  
Hofstede's Cultural Dimensions ◽  
Work Family

Purpose – The purpose of this paper is to examine the relationship between cultural dimensions and the roots of work-family balance issues in a developing non-Western cultural context. Drawing upon Hofstede’s cultural dimensions, the study suggests national cultural dimensions can shape the roots of work-family balance. Design/methodology/approach – A survey was distributed among employees of 12 companies operating in the health industry. The survey collected both quantitative and qualitative data through two separate approaches: seven-point Likert scales and open-ended questions. The data were analyzed via thematic exploratory analysis and fuzzy-set qualitative comparative analysis. Findings – The quantitative data confirms the extant literature in relation to the negative effects of moonlighting, economic hardship and the absence of a comprehensive work-family balance strategy on employee work-family balance. The qualitative data proposes a new variable, weak social interaction, which becomes the most important roots of work-family imbalance at both work and family domain. Practical implications – The present study suggests certain cultural dimensions such as high power distance hinders social interactions in the work and family domains, thereby increasing levels of work conflict, family conflict, and stress. Findings suggest organizations, especially multinationals, need to be cognizant of the role of cultural dimensions on human resource management practices related to work-family balance. Originality/value – Very little literature addresses the impact of Hofstede’s cultural dimensions on work-family balance issues. The present study has contributed to the existing body of literature by introducing a new variable (weak social interaction) as an antecedent of work-family imbalance. Further, the study is the first in Iran that has collected qualitative data to investigate work-family balance issues.

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