High Performance Human Resource Practices and Organizational Commitment: The Role of the National Culture

Previous studies demonstrated that human resource (HR) practices varies across countries. Nevertheless, the empirical comparison of effect of high performance HR practices on individual-level outcomes across cultures is limited. By incorporating the national culture concept by Hofstede (1985), this study investigated the effects of two configurations of high performance HR practices (autonomy and skills enhancement) on organizational commitment in 25 European countries. The present study used multi-level modelling for the exploration of the effects. Results of analysis showed significant differences in the impact of both autonomy and skills enhancement on organizational commitment depending on the level of power distance in the country. However, the level of individualism moderated only the effect of autonomy on organizational commitment, but not the effect of skills enhancement. Overall, outcomes of the present study support the idea of applying multiple levels of analysis to gain more knowledge of the mechanisms based on which the HR practices affect individual attitudes in various national cultures.