The Effect of the Degree of Misfit Between Human Resources Management Practices and the Types of Organizational Culture on Organizational Performance

Abstract

“Fit model” argues that the level of misfit between human resources management (HRM) practices and the type of organizational culture negatively influences organizational performance. However, the lack of emprirical research to support that contention can be problematic. Utilizing the concept of fit, this study aims to examine empirically the effect of the degree of misfit between HRM practices and the types of organizational cultures on organizational performance. Data were collected from a sample comprising of 128 respondents representing 64 companies in Indonesia, from nine industrial sectors. The hypothetical model was developed based on four types of HRM practices (human relations, internal process, rational goals, and open systems) and four types of organizational cultures (clan, hierarchy, market, and adhocracy). Euclidean distance scores were calculated to describe the misfit between the HRM practices and the types of organizational culture variables. Subsequently, the effect of the misfit scores on organizational performance was determined. The results show that the degree of misfit between HRM practices and the type of organizational culture has a significant and negative effect on organizational performance. This empirical research supports the concept of fit, in which the type of organizational culture that is supported by suitable HRM practices will result in a more positive organizational performance. Then, it is deemed necessary for companies to adapt their HRM practices to their culture, in order to improve their performance.

Ethical Leadership in HRM: A Critical Analysis of the Role of HRM Practices in Promoting Ethical Behavior and Corporate Social Responsibility

“…Moreover, the fit between HRM practices and organizational culture is essential. Kismono & Ramadista (2020) discussed how the misfit between HRM practices and organizational culture can negatively impact organizational performance (Kismono & Ramadista, 2020;. Chatterjee et al, 2018) revealed that individual perceptions of organizational culture significantly impact the learning transfer environment within organizations (Chatterjee et al, 2018).…”

La gestión estratégica de recursos humanos y el desempeño organizacional de las empresas del sector manufacturero de Aguascalientes

“…22 Pradana & Kismono aseguran que es necesario destacar que pueden lograrse diferentes tipos de desempeños organizacionales al efectuar una combinación de estrategias o una estrategia específica, por el contrario, se puede implementar una táctica para lograr varios desempeños organizacionales. 24 Zheng et al relacionaron la cultura de la empresa con el desempeño organizacional a través de prácticas de conocimiento, donde la estructura, la estrategia y la efectividad organizacional se tornan decisivas al analizar las prácticas de gestión. El desempeño debe evaluarse tomando en consideración las características de la organización junto con los factores que la componen.…”

“…Este hallazgo esta en línea con la literatura consultada y entre los autores destacan Pradana & Kismono quienes aseguran en su estudio que una correcta implementación de las prácticas de gestión de recursos humanos dará como resultado un mayor desempeño organizacional. 24 Chopra por su parte asegura que la comprensión del vínculo casual entre las prácticas de GERH y el desempeño organizacional de las empresas permite a los gerentes o administradores de recursos humanos diseñar programas que conduzcan a mejores resultados operativos. 4…”