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 therelationship between perception of existence of high performance work system (HPWS)and academic faculty attitude (job satisfaction and organizational commitment) inuniversities of China and Pakistan. The results based on a sample of academic facultyacross20public sector universities from China and22public sector universities fromPakistan. In light of social exchange relationship in organizations, the relationshipbetween perception of existence of HPWS and employees attitude is analysed. The studyexplores that there is strong and positive perception of existence of HPWS amongacademic faculty in universities of China and Pakistan. The results indicate that positiveperception of existence of HPWS exhibits a direct and positive impact on academicfaculty attitude. The regression analysis shows that perception of existence of HPWS haspositive and strong relationship with academic faculty job satisfaction both in universitiesof 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 ofindependent variable indicates that perception of existences of HPWS in universities ofChina (β=.611, p=.000) and Pakistan (β=.552, p=.000), has also positive and significantrelationship with organizational commitment. The empirical findings of this study endorsethe universalistic approach with respect to positive and significant effect of HPWS on theemployee’s attitude. The study also contributes in social exchange and behavioural theoryin a way that if HPWS used as an incentive in social exchange relationship, it will behelpful for an organization to develop employees trust and approve the effectiveness ofHPWS in Asian countries specifically in China and Pakistan.The study also explores the effect of organizational culture values on the relationshipbetween perception of existence of HPWS and academic faculty attitude. Firstly,orientations of the organizational culture values, power distance, collectivism, uncertaintyavoidance, masculinity long term planning are analysed. The results reveal that the valuesof uncertainty avoidance, masculinity and long term planning of organization culture ishigher 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 universitiesof China and Pakistan. These culture values orientations are important to shape andimplement HR practices for positive employee’s attitude and firm performance. In light ofContingency approach this study analyse the effect of organizational culture dimensionsorientation, power distance, collectivism, uncertainty avoidance, masculinity and longterm planning as moderator in the relationship between perception of existence ofHPWS and employees attitude(job satisfaction and organizational commitment). Theempirical results reveal the moderating effect of these organizational culture values asunder:Power Distance1. Power distance moderates the relationship between perception of existence ofHPWS and job satisfaction in universities of China and does not in universities ofPakistan.2. Power distance does not moderate the relationship between perception ofexistence of HPWS and organizational commitment in universities of China andPakistanCollectivism1. Collectivism moderates the relationship between perception of existence of HPWSand job satisfaction in universities of China and does not in Pakistan.2. Collectivism does not moderate the relationship between perception of existence ofHPWS and organizational commitment in universities of China and Pakistan.Uncertainty Avoidance1. Uncertainty avoidance moderates the relationship between perception of existenceof HPWS and job satisfaction in universities of China and does not in Pakistan2. Uncertainty avoidance moderates the relationship between perception ofexistence of HPWS and organizational commitment in universities of Pakistan anddoes not in China. Masculinity1. Masculinity moderates the relationship between perception of existence of HPWSand job satisfaction in universities of China and does not in Pakistan.2. Masculinity does not moderate the relationship between perception of existenceof HPWS and organizational commitment in universities of China and Pakistan.Long Term Orientation1. Long term Orientation moderates the relationship between perception of existenceof HPWS and job satisfaction in universities of China and does not in Pakistan.2. Long term Orientation moderates the relationship between perception ofexistence of HPWS and organizational commitment in universities of Pakistan anddoes not in China.The findings support contingency perspective that for effective implementation ofHPWS, HR practices should be aligned with organizational culture values. Finally, on thebasis of these empirical findings some policy implications are suggested for universitiesadministration, HR managers, higher education policies makers, governing bodies,government and private business organization in China and Pakistan. For Instance, resultsindicate that HRM practices high selective staffing, Performance based pay, empowerment,internal career opportunity, result oriented appraisal and employment security can be usedin combination with HPWS. The management should be careful in implementation ofHPWS because clear and fair process is important to induce positive perception amongemployees regarding organization management practices. In case of any discrepancy orunfair mean can cause negative impact on the employee’s attitude that can adversely affecton organization performance. The selection, hierarchical distribution, evaluation,promotion, pension policies should be aligned with employees’ orientation of Powerdistance, collectivism, uncertainty avoidance, masculinity, long term planning inorganization.