The Effect Of Organizational Culture Values In Relationship Between High Performance Work System And Employee's Attitude:

This study explores the effect of organizational culture values (power distance, collectivism, Uncertainty avoidance, masculinity and long term orientation) in the relationship between perception of existence of high performance work system (HPWS) and academic faculty attitude (job satisfaction and organizational commitment) in universities of China and Pakistan. The results based on a sample of academic faculty across20public sector universities from China and22public sector universities from Pakistan. In light of social exchange relationship in organizations, the relationship between perception of existence of HPWS and employees attitude is analysed. The study explores that there is strong and positive perception of existence of HPWS among academic faculty in universities of China and Pakistan. The results indicate that positive perception of existence of HPWS exhibits a direct and positive impact on academic faculty attitude. The regression analysis shows that perception of existence of HPWS has positive and strong relationship with academic faculty job satisfaction both in universities of China and Pakistan. Moreover, this relationship is stronger in universities of China (β=.769, p=.000) than Pakistan (β=.623, p=.000). The standardized coefficient of independent variable indicates that perception of existences of HPWS in universities of China (β=.611, p=.000) and Pakistan (β=.552, p=.000), has also positive and significant relationship with organizational commitment. The empirical findings of this study endorse the universalistic approach with respect to positive and significant effect of HPWS on the employee's attitude. The study also contributes in social exchange and behavioural theory in a way that if HPWS used as an incentive in social exchange relationship, it will be helpful for an organization to develop employees trust and approve the effectiveness of HPWS in Asian countries specifically in China and Pakistan.The study also explores the effect of organizational culture values on the relationship between perception of existence of HPWS and academic faculty attitude. Firstly, orientations of the organizational culture values, power distance, collectivism, uncertainty avoidance, masculinity long term planning are analysed. The results reveal that the values of uncertainty avoidance, masculinity and long term planning of organization culture is higher in universities of China than Pakistan while the value of Power distance is higher in Pakistan than China. The slight difference is observed in Collectivism value in universities of China and Pakistan. These culture values orientations are important to shape and implement HR practices for positive employee's attitude and firm performance. In light of Contingency approach this study analyse the effect of organizational culture dimensions orientation, power distance, collectivism, uncertainty avoidance, masculinity and long term planning as moderator in the relationship between perception of existence of HPWS and employees attitude(job satisfaction and organizational commitment). The empirical results reveal the moderating effect of these organizational culture values as under:Power Distance1. Power distance moderates the relationship between perception of existence of HPWS and job satisfaction in universities of China and does not in universities of Pakistan.2. Power distance does not moderate the relationship between perception of existence of HPWS and organizational commitment in universities of China and PakistanCollectivism1. Collectivism moderates the relationship between perception of existence of HPWS and job satisfaction in universities of China and does not in Pakistan.2. Collectivism does not moderate the relationship between perception of existence of HPWS and organizational commitment in universities of China and Pakistan.Uncertainty Avoidance1. Uncertainty avoidance moderates the relationship between perception of existence of HPWS and job satisfaction in universities of China and does not in Pakistan2. Uncertainty avoidance moderates the relationship between perception of existence of HPWS and organizational commitment in universities of Pakistan and does not in China. Masculinity1. Masculinity moderates the relationship between perception of existence of HPWS and job satisfaction in universities of China and does not in Pakistan.2. Masculinity does not moderate the relationship between perception of existence of HPWS and organizational commitment in universities of China and Pakistan.Long Term Orientation1. Long term Orientation moderates the relationship between perception of existence of HPWS and job satisfaction in universities of China and does not in Pakistan.2. Long term Orientation moderates the relationship between perception of existence of HPWS and organizational commitment in universities of Pakistan and does not in China.The findings support contingency perspective that for effective implementation of HPWS, HR practices should be aligned with organizational culture values. Finally, on the basis of these empirical findings some policy implications are suggested for universities administration, HR managers, higher education policies makers, governing bodies, government and private business organization in China and Pakistan. For Instance, results indicate that HRM practices high selective staffing, Performance based pay, empowerment, internal career opportunity, result oriented appraisal and employment security can be used in combination with HPWS. The management should be careful in implementation of HPWS because clear and fair process is important to induce positive perception among employees regarding organization management practices. In case of any discrepancy or unfair mean can cause negative impact on the employee's attitude that can adversely affect on organization performance. The selection, hierarchical distribution, evaluation, promotion, pension policies should be aligned with employees'orientation of Power distance, collectivism, uncertainty avoidance, masculinity, long term planning in organization.