Multi-level fit: an integrative framework for understanding hrm practices in cross-cultural contexts

Aumann, Kerstin; Ostroff, Cheri

doi:10.1016/s1475-9144(06)05002-8

Cited by 14 publications

(8 citation statements)

References 83 publications

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“…Studies in other domains already demonstrated that aggregate perceptions of individual-level concepts (as in a direct consensus model) are important to explain individual as well as team and organization outcomes (Ehrhart, 2004;Simons & Roberson, 2003). In this regard, Aumann and Ostroff (2006) suggested and Kristof-Brown and colleagues (Kristof-Brown et al, 2014) empirically supported the idea that interactions between individuals in a unit produce a collective fit experience that influences individual and unit-level outcomes. According to Schneider and Reichers' (1983) symbolic interaction explanation, shared perceptions of fit emerge because individuals learn (through repeated interactions) whether or not other team members share their own perceptions of fit.…”

Section: Shared Perceptions Of Supplementary and Complementary Fitmentioning

confidence: 97%

Creating Inclusive Teams Through Perceptions of Supplementary and Complementary Person–Team Fit

Cooman

Vantilborgh

Bal

et al. 2015

Group & Organization Management

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Using a multi-wave, multi-level design, this study unravels the impact of subjective (dis)similarities in teams on team effectiveness. Based on optimal distinctiveness theory (Brewer, 1991) and the social inclusion model (Shore et al., 2011), we assume combined effects of individual and shared perceptions of supplementary and complementary person-team fit on affective and performance-based outcomes. Furthermore, at the team level we expect this relationship to be mediated by team cohesion. In a sample of 121 participants (across 30 teams), we found that teams in which members share perceptions of high supplementary as well as high complementary fit outperform those in which they do not. Additionally, members of such teams report higher levels of team satisfaction and viability. Both of these occur through positive effects on the cohesion within the team. Thereby, our results support the central tenet of the social inclusion model. At the individual level this enhancing effect of the interaction was not supported, providing additional evidence for considering perceived person-team fit as a collective construct.

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Section: Shared Perceptions Of Supplementary and Complementary Fitmentioning

confidence: 97%

Creating Inclusive Teams Through Perceptions of Supplementary and Complementary Person–Team Fit

Cooman

Vantilborgh

Bal

et al. 2015

Group & Organization Management

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“…Verquer et al ., 2003). When the HR system signals values that are consistent with the personal values of employees, employees will react more favourably and the relationship between climate and employee responses will be positive (Aumann and Ostroff, 2006). We expect that the strategic climate perceptions will have a mediating role in the relationships between perceptions of the HR system and commitment as long as the individual values of the employees are matched with the strategic climate types.…”

Section: How To Create Strategic Climates?mentioning

confidence: 99%

HRM and strategic climates in hospitals: does the message come across at the ward level?

Veld

Paauwe

Boselie

2010

Human Res Mgmt Journal

116

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This study examined how employees perceive intended strategic goals and HRM at the ward level, and if these perceptions generate the desired effects. The qualitative part of the research reveals that the hospital pursues two strategic goals (i.e. quality and safety). Analysis of the questionnaire data (N = 576 respondents; 59 wards) shows that both climate dimensions could be distinguished. Results showed that the perceived HR system does have a significant influence on both climate dimensions, suggesting that the overall message of the HR system is important for creating strategic climates. Furthermore, the climate for quality partially mediated the relationship between the perceived HR system and commitment.

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“…The underlying theoretical mechanism linking culture and career success through HR practices is based on norms transmission and beliefs about how people should be managed or as we could call it ‗Norms Regarding HR Practices'. Culture is thought to have a strong effect on processes within organizations that contribute to choices among different HRM practices (Aumann & Ostroff, 2006). That is, organizations usually have strong norms about how employees should be managed that will be shaped by cultural influences -and essentially culture is the process of transmitting these values and norms.…”

Section: Hypotheses Development: Culture Hr Practices and Career Sumentioning

confidence: 99%

“…That is, organizations usually have strong norms about how employees should be managed that will be shaped by cultural influences -and essentially culture is the process of transmitting these values and norms. The content of cultural norms transmission can be thought of as the mean level of a particular cultural value, while culture strength can be viewed as the degree of variability or dispersion around this mean score (Aumann & Ostroff, 2006). Thus, whereas Figure 1 shows the overall model of how culture's impact on HR practices will have an impact on career, our propositions also identify relationships between each cultural dimensions and specific HR approaches.…”

Section: Hypotheses Development: Culture Hr Practices and Career Sumentioning

confidence: 99%

Exploring the associations of culture with careers and the mediating role of HR practices

Kats

Emmerik

Blenkinsopp

et al. 2010

Career Development International

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Purpose-The conceptual framework developed in the present study highlights the importance of HR practices as a mediator between national culture and employees' careers. Design/methodology/approach-Literature study and the development of a conceptual model Findings-The article contributes to the literature by focusing on how culture via HR practices might influence career success. Drawing on Hofstede's cultural dimensions, five propositions are developed regarding the impact of culture on career-relevant HR practices, and how these practices are likely to influence employee career success. Research limitations/implications-Culture's effect should not be overstated. Looking at our propositions, it is possible that the influence of HR practices on career success is more pronounced than the direct effects of culture on career success. Future work is needed to measure and compare the relative strength of different associations as well as the possibility that other HR dimensions relevant to the study of career success may exist Originality/value-At a general level, there is ample evidence of the impact of culture on the effectiveness of a variety of individual outcomes. We focused on the mediating role of HR practices as opposed to advancing hypotheses about direct relationships between culture and career success.

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Multi-level fit: an integrative framework for understanding hrm practices in cross-cultural contexts

Cited by 14 publications

References 83 publications

Creating Inclusive Teams Through Perceptions of Supplementary and Complementary Person–Team Fit

Creating Inclusive Teams Through Perceptions of Supplementary and Complementary Person–Team Fit

HRM and strategic climates in hospitals: does the message come across at the ward level?

Exploring the associations of culture with careers and the mediating role of HR practices

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