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Cultural impact of human resource practices on job satisfaction A global study across 48 countries

Cultural impact of human resource practices on job satisfaction A global study across 48 countries 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Cross Cultural Management: An International Journal Emerald Publishing

Cultural impact of human resource practices on job satisfaction A global study across 48 countries

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Publisher
Emerald Publishing
Copyright
Copyright © 2014 Emerald Group Publishing Limited. All rights reserved.
ISSN
1352-7606
DOI
10.1108/CCM-05-2012-0044
Publisher site
See Article on Publisher Site

Abstract

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.

Journal

Cross Cultural Management: An International JournalEmerald Publishing

Published: Jan 28, 2014

Keywords: Job satisfaction; Culture; Employee attitudes; Human resource practices

References

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