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

    18 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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