HRM‐CULTURE FIT: WHY THE LINK BETWEEN HUMAN RESOURCE PRACTICES AND COMMITMENT VARIES ACROSS COUNTRIES

Full paper pdf: DRMJ.2019.v08n01a02

DOI:

doi:10.17708/DRMJ.2019.v08n01a02

Excerpt:

 Previous studies demonstrated that the relationship between human resource (HR) practices and organizational commitment varies across countries. This study explains this variation by exploring the role of national culture in this relationship. Two cultural dimensions of Hofstede’s model are investigated, namely (1) individualism and (2) power distance. Based on the theoretical notion of HR‐cultural fit, it is argued that the effect that these two cultural dimensions affect how the HR practices autonomy and skills enhancement affect commitment. Hypotheses are tested using data from employees in 25 European countries. Using multi‐level modeling, it is shown that the link between autonomy and commitment is moderated by individualism and that the effects of both autonomy and skill enhancement are moderated by power distance. 

Pages:

13-27