Organizational Culture and Human Resource Management Practices

Aycan, Zeynep; Kanungo, Rabindra N.; Sinha, Jai B. P.

doi:10.1177/0022022199030004006

Cited by 224 publications

(172 citation statements)

References 20 publications

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“…The null hypothesis that organizational culture influences the job performance has been proved statistically. Overall influence of organizational culture on job performance as identified in a number of past researches carried out in non-Arabic cultures (Aycan et al, 1999;Lund, 2003;Ogbonna & Harris, 2000; Shehzad et al, 2013) have been substantiated in Saudi cultural environment as well. However, the impact of each element on the job performance was not found similar to these same researches.…”

Section: Resultsmentioning

confidence: 83%

The impact of organizational culture on job performance: a study of Saudi Arabian public sector work culture

Saad

Abbas²

2018

Problems and Perspectives in Management

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This research aims to assess direct and indirect influences of organizational culture on job performance, as well as to evaluate the impact of each sub-element of organizational culture on such performance. It is argued that employees performance derives, on the one hand, from a long-term perspective related to changes that organizations manage and implement during their process of growth. A second dimension of organizational culture can be given through organizational values, routines and distinctive aspects of culture that allow organizations to create solid competitive advantages. Since most studies in this field were held in Western work cultures, this paper will be devoted to the analysis of this relationship within an Arabic cultural environment and more specifically within a Saudi context. A quantitative study tool, based on a comprehensive research questionnaire, was used and the sample was selected from various government departments being operative in Alkharj. The findings indicate a positive relationship between organizational culture and job performance. Likewise, four organizational culture sub-elements, namely Managing Change, Achieving Goals, Coordinating Teamwork and Cultural Strength, were found affecting positively on job performance, but with varying and distinct intensity. Only Customer Orientation was found negatively associated with job performance.

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Section: Resultsmentioning

confidence: 83%

The impact of organizational culture on job performance: a study of Saudi Arabian public sector work culture

Saad

Abbas²

2018

Problems and Perspectives in Management

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“…Although people in small power distance cultures tend to value work autonomy and freedom, people in high power distance cultures, such as China, tend to take hierarchical inequalities for granted (Aycan, Kanungo, & Sinha, 1999;Earley & Stubblebine, 1989;Hofstede, 1991;Mak, 1998;Nasierowski & Mikula, 1998). It is also suggested that they have been exposed to, have become tolerant of, and have even submitted to authoritarian and command-based leadership for decades (Hofstede, 2001;Schermerhorn & Nyaw, 1990;Scott et al, 2003;Walder, 1986).…”

Section: Potential Deviations Of Conflict Management Styles In the Chmentioning

confidence: 99%

Managers’ conflict management styles and employee attitudinal outcomes: The mediating role of trust

Chan

Huang

2007

Asia Pacific J Manage

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This study examines the mediating effects of trust on the relationships between manager's conflict management styles (CMS) and employee attitudinal outcomes, as well as identifies the potential deviations in the areas of CMS and trust from the west in Chinese culture. One hundred sixty-nine employees in Guangzhou of China participated. As predicted, Integrating CMS of managers is found significantly correlated to trust and subordinates' job satisfaction and turnover intention. Trust fully mediates the link between Integrating CMS and subordinates attitudinal outcomes. Results also support the expectations concerning the deviations on the impacts of the uncooperative CMS on subordinates under Chinese culture. Discussion and implications are presented.Keywords Conflict management styles . Trust . Turnover intention . Job satisfaction . Chinese culture Conflict is part of organizational life. Managers spend up to 20% of their time in the workplace dealing with conflict or its aftermath (Schermerhorn, Hunt, & Osborn, 1998;Thomas & Schmidt, 1976). Conflict is considered to be a "natural process between people and, as such, is an inevitable aspect of a manager's job" (Markowich Asia Pacific J Manage DOI 10.1007/s10490-007-9037-4 The authors appreciate the valuable comments of the editor and the two anonymous reviewers on an earlier version of this paper. We would also like to thank the research committee of the University of Macau for funding this project.

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“…GLoBE provides two sets of these culture dimensions: one for society practices (i.e., how things are) and one for society values (i.e., how things should be). The Society Practices scores were used because these scores use respondents as key informants about their cultures, a method that can reduce the likelihood of responses being swayed by social desirability (Aycan, Kanungo, and Sinha, 1999). All nine GLoBE dimensions of culture were included in the multivariate analysis to perform a robust analysis.…”

Section: Methodsmentioning

confidence: 99%

National Culture and Union Membership

Posthuma¹

2009

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Résumé de l'article La culture nationale et la syndicalisation : une approche culturelle et cognitive Voulant aller au-delà des perspectives normatives et régulatrices de la théorie néo-institutionnelle, cette étude se sert d'une perspective culturelle et cognitive pour étudier l'influence portée par les dimensions multiples d'une culture nationale sur la syndicalisation. Dans ce but, les structures culturelles ont été comparées en utilisant des données du World Values Survey qui ont été associés aux résultats de GLOBE et Hofstede sur la culture nationale (n = 43 867 employées, 32 pays). Des contrastes entre les résultats de GLOBE et de Hofstede ont démontré que ceux de GLOBE fournissaient de meilleurs indices et qu'ils offraient une meilleure compréhension de la relation entre la culture nationale et la syndicalisation. Ceci a résolu le paradoxe concernant l'absence d'un rapport important entre le collectivisme et la syndicalisation dans les recherches précédentes.Plus précisément, la syndicalisation a été associée de manière positive au collectivisme institutionnel, mais non pas au collectivisme en groupe. De plus, le fait que l'orientation de performance de GLOBE ait été associée de manière négative à la syndicalisation explique le rapport négatif entre la masculinité et la syndicalisation chez Hofstede dans les recherches précédentes.Par ailleurs, les recherches précédentes sur la syndicalisation ont utilisé en général soit des variables au niveau individuel (c'est-à-dire des employés), soit des variables au niveau macro (c'est-à-dire du pays) pour expliquer la syndicalisation. Des techniques statistiques développées récemment ont permis l'analyse à la fois des variables individuelles et nationales dans un modèle hiérarchique. Les résultats ont démontré que la syndicalisation était associée de manière positive au sexe (féminin), au niveau de scolarité et au collectivisme institutionnel; la syndicalisation était aussi associée, de manière négative, au travail (superviseurs et professionnels) et à l'orientation vers la performance. ,867 employees, 32 countries). Union membership was positively related to GloBE's institutional Collectivism, but not Hofstede's individualism; and was negatively related to both Performance orientation (GloBE) and Masculinity (Hofstede), suggesting that differences in culture measures may account for prior inconsistent findings. Curvilinear relationships between union membership and age (inverted U-shaped) and Uncertainty avoidance (U-shaped) suggest that Uncertainty avoidance may explain why younger and older people were less likely to be union members.

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Organizational Culture and Human Resource Management Practices

Cited by 224 publications

References 20 publications

The impact of organizational culture on job performance: a study of Saudi Arabian public sector work culture

The impact of organizational culture on job performance: a study of Saudi Arabian public sector work culture

Managers’ conflict management styles and employee attitudinal outcomes: The mediating role of trust

National Culture and Union Membership

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