The influence of collectivist human resource management practices on team-level identification

Yongqiang Li, Guanglei Zhang, Xin Yang*, Ji LI

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

16 Citations (Scopus)

Abstract

In this study, we investigate how a culturally specific human resource management (HRM) approach influences employees’ relational identification at the team level, which may in turn influence the behavior of team members. Given the boundary condition of a collectivistic societal culture, collectivist HRM helps improve employees’ team-level identification and their performance. Collecting empirical data from firms in different regions of China, we found that the collectivism-oriented HRM approach has a positive effect on employees’ team-level relational identification. This team-level identification, in turn, can significantly improve the job satisfaction of team members and reduce their turnover intention. We conclude with a discussion of the implications of our findings for academic researchers and practitioners.

Original languageEnglish
Pages (from-to)1791-1806
Number of pages16
JournalInternational Journal of Human Resource Management
Volume26
Issue number14
DOIs
Publication statusPublished - 6 Aug 2015

Scopus Subject Areas

  • Strategy and Management
  • Organizational Behavior and Human Resource Management
  • Management of Technology and Innovation

User-Defined Keywords

  • China
  • collectivistic culture
  • human resource management
  • job satisfaction
  • team-level identification
  • turnover intentions

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