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Consequences of cultural satisfaction at work: A study of New Zealand Māori

Consequences of cultural satisfaction at work: A study of New Zealand Māori To expand our understanding of indigenous workers and the importance of indigenous culture in the workplace, we tested the outcomes of cultural satisfaction at work using structural equation modelling with a sample of 174 Māori employees. We show that, consistent with social exchange theory, Māori who are more satisfied with the level of understanding of their cultural values in the workplace report better job outcomes. Cultural satisfaction at work directly predicted loyalty and organisational citizenship behaviours (OCBs). Furthermore, direct‐effects and mediation models were tested, showing that loyalty fully mediated the influence of cultural satisfaction at work on OCBs. The implications for HRM are that indigenous workers who are more satisfied with the way their cultural beliefs are valued in the workplace are likely to be more loyal and may be superior performance. The findings highlight the importance for employers of having regard to the culture of their indigenous workers. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Asia Pacific Journal of Human Resources Wiley

Consequences of cultural satisfaction at work: A study of New Zealand Māori

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References (39)

Publisher
Wiley
Copyright
2011 Australian Human Resources Institute (AHRI)
ISSN
1038-4111
eISSN
1744-7941
DOI
10.1177/1038411111423477
Publisher site
See Article on Publisher Site

Abstract

To expand our understanding of indigenous workers and the importance of indigenous culture in the workplace, we tested the outcomes of cultural satisfaction at work using structural equation modelling with a sample of 174 Māori employees. We show that, consistent with social exchange theory, Māori who are more satisfied with the level of understanding of their cultural values in the workplace report better job outcomes. Cultural satisfaction at work directly predicted loyalty and organisational citizenship behaviours (OCBs). Furthermore, direct‐effects and mediation models were tested, showing that loyalty fully mediated the influence of cultural satisfaction at work on OCBs. The implications for HRM are that indigenous workers who are more satisfied with the way their cultural beliefs are valued in the workplace are likely to be more loyal and may be superior performance. The findings highlight the importance for employers of having regard to the culture of their indigenous workers.

Journal

Asia Pacific Journal of Human ResourcesWiley

Published: Dec 1, 2011

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