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Published January 1, 2020 | Version v1
Journal article Open

High-performance work systems and organizational performance across societal cultures

Creators

  • 1. Simon Fraser Univ, Beedie Sch Business, 8888 Univ Dr, Burnaby, BC V5A 1S6, Canada
  • 2. City Univ London, Cass Business Sch, 106 Bunhill Row, London EC1Y 8TZ, England
  • 3. La Trobe Univ, Melbourne, Vic 3086, Australia
  • 4. Univ Lethbridge, Hlth Sci & Nursing Program, 4401 Univ Dr W, Lethbridge, AB T1K 6T5, Canada
  • 5. Cardiff Univ, Cardiff Business Sch, Aberconway Bldg,Colum Dr, Cardiff CF10 3EU, Wales
  • 6. TBS Business Sch, 1 Pl Alphonse Jourdain, F-31068 Toulouse, France
  • 7. Johannes Kepler Univ Linz, Dept Int Management, Hochschulfondsgebaude,2nd Floor 205, Linz, Austria
  • 8. Tongji Univ, 1239 Siping Rd, Shanghai 200092, Peoples R China
  • 9. Univ Victoria, Peter Gustayson Sch Business, BEC 242,3800 Finnerty Rd, Victoria, BC V8P 5C2, Canada
  • 10. BlueSky Acad Serv, Hama Cho 1-24-402, Ashiya 6590025, Japan
  • 11. Bogazici Univ, TR-34342 Istanbul, Turkey
  • 12. Ind Management Inst, Valiasr St Dist 3, Tehran, Iran
  • 13. Natl Sun Yat Sen Univ, Kaohsiung 804, Taiwan
  • 14. Bahcesehir Univ, Ciragan Cd 34349, TR-34083 Besiktas Isthanbul, Turkey
  • 15. Univ Malay, Jalan Univ, Kuala Lumpur 50603, Wilayah Perseku, Malaysia
  • 16. Amer Univ, Cairo 11835, Cairo Governora, Egypt
  • 17. Shanghai Jiao Tong Univ, 800 Dongchuan Rd, Minhang Qu 200240, Peoples R China
  • 18. Univ Pavia, Corso Str Nuova 65, I-27100 Pavia, PV, Italy

Description

This paper assesses whether societal culture moderates the relationship between human resource management (HRM) practices and organizational performance. Drawing on matched employer-employee data from 387 organizations and 7187 employees in 14 countries, our findings show a positive relationship between HRM practices combined in High-Performance Work Systems (HPWS) and organizational performance across societal cultures. Three dimensions of societal culture assessed (power distance, in-group collectivism, and institutional collectivism) did not moderate this relationship. Drawing on the Ability-Motivation-Opportunity (AMO) model, we further consider the effectiveness of three bundles of HRM practices (skill-enhancing, motivation-enhancing, and opportunity-enhancing practices). This analysis shows opportunity-enhancing practices (e.g., participative work design and decision-making) are less effective in high-power-distance cultures. Nevertheless, in markedly different countries we find combinations of complementary HPWS and bundles of AMO practices appear to outweigh the influence of societal culture and enhance organizational performance.

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