Cultural Impact of Human Resource Practices on Job Satisfaction: A Global Study Across 48 Countries

Document Type

Peer-Reviewed Article

Publication Date

1-2014

Abstract

Purpose – The purpose of this paper is to determine the effect of high-performance human resource practices on job satisfaction across four cultural regions – Asia, Europe, North America, and Latin America. High-performance human resource practices were used to predict job satisfaction for each region and then compared to determine significant differences. Hofstede's cultural dimensions were employed as a basis for structuring hypothesized differences across cultural regions.

Design/methodology/approach – Data were collected from a proprietary industry survey on employee work attitudes. The sample consisted of over 70,000 employees from four large multinational organizations with at least four offices in each of the four regions. Data were analyzed using regression analysis and comparison testing across models.

Findings – There are significant relationships between job characteristics and job satisfaction across all regions of the world, with a sense of achievement universally the most important driver. Although job characteristics impact job satisfaction across all regions, there are significant differences in the relative importance of job characteristics on job satisfaction, consistent with Hofstede's cultural dimensions.

Practical implications – The findings have implications for tailoring human resource management practices across locations within multinationals.

Originality/value – This research is believed to be the first cross-cultural study of human resource practices affecting job satisfaction using multiple organizations and industries.

DOI

10.1108/CCM-05-2012-0044

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