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

Abstract

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.

How Are Leadership, Virtues, HRM Practices, and Citizenship Related in Organizations? Testing of Mediation Models in the Light of Positive Organizational Studies

“…Lam, Chen, and Takeuchi [62] highlighted that HRM practices related to training, development, involvement, and relationship had the greatest impact on organizational citizenship behaviors. Moreover, research suggests that strategic HRM practices presented a positive effect on organizational citizenship behaviors [63], as also shown by Salas-Vallina, Pasamar, and Donate [64].…”

“…Research indicates a gap regarding mediating models covering HRM practices and positive psychology variables, especially the elements of organizational culture [24,63]. Thus, the sixth hypothesis to be tested is: Hypothesis 6 (H6).…”

The effect of organisational culture on organisational performance: the mediating role of intrapreneurship

“…Generally, business managers become involved in modifying and adopting new situations in a company, by means of different internal and external factors. Lockhart et al (2020) claim that employees show a strong competency in adapting, restructuring and reinstituting internal processes, attitudes and behaviours, in response to certain external factors. This is one of the critical elements of organisational culture that can be used to promote the performance of business, especially when an organisation has the capacity to change in response to the environment while focusing on employees and customers.…”

“…Organisational culture is known as a powerful force that affects the work life of employees. Hence, employees and managers do not work in a value-free environment: they are organised, directed, and tempered through the culture of an organisation (Lockhart et al, 2020). Therefore, the management of an organisation is required gain a complete understanding of the importance of organisational culture in terms of improving performance.…”

“…Vnoučková and Urbancová (2020) found that around 72% of leaders in an organisation acknowledge the significance of organisational culture and intrapreneurship, but there are still 28% leaders who fail to recognise their importance in terms of enhancing organisational performance. The general business issue is that in some organisations, managers fail to carefully consider establishing an effective culture, with the result that performance and productivity are negatively impacted (Lockhart et al, 2020). Managers in the hospitality industry are often unable to design appropriate strategies related to the development of an effective organisational culture, which ultimately results in the failure of their organisations.…”