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Cross-Culture Human Resource Management,Employee Attitudes And Organisational Performance:Evidence From Rwanda

Posted on:2018-09-29Degree:DoctorType:Dissertation
GTID:1319330518984669Subject:Business Administration
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The interaction of employees in subsidiaries of international companies both from the parent and host countries pose a challenge to those handling human resource management issues due to differences in the national culture of those who work in the subsidiaries.The aim of this study was to investigate the effect of Cross Culture Human Resource Management(CCHRM)on organizational performance and to examine the mediating role of employee attitudes on the relationship between CCHRM and organizational performance in international companies operating in Rwanda.This study employed mixed methodology in order to pursue the objectives.In terms of sampling,the employees in the organizations were selected using stratified random sampling based on departments.Hence,a sample of 300 employees was drawn from a total population of the 830 employees.The study used document or content analysis for all the secondary data and regression analysis for primary data.Key informants were also interviewed to gather collective data about how the employees perceived the issues of CCHRM in their organizations.The results show that there is a strong positive correlation between CCHRM and organization performance in international organization operating in Rwanda.For instance,the results indicate that there is a strong positive correlation between cross culture recruitment and selection and perceived organizational performance(r =.69,p<0.01),strong positive correlation between cross culture training and development and perceived organizational performance(r=.57,p<0.01),strong positive correlation between cross culture performance appraisal and perceived organizational performance(r=.55,p<0.01),strong positive correlation between cross culture compensation rewards and perceived organization performance(r=.66,p<0.01)and strong positive correlation between cross culture communication and perceived organizational performance(r=67,p<0.01).The findings also indicate that employees' attitudes positively mediated the relationship between CCHRM and organizational performance.Further,after entering employee attitudes into the regression model used,the results showed that the effect of cross-culture human resource management on perceived organizational performance became slightly stronger and significant,suggesting partial mediation of employee attitudes.These findings were corroborated by both quantitative and qualitative data.The study has both practical and theoretical implications.From a practical view,international organizations should take issues of cross culture human resource management seriously in their company programs and practices if their companies are to improve in their productivity.At the level of theory,the study has added weight on the theoretical view that cross culture issues have impact in organizational performance and employee outcomes.It is in this understanding that leadership and management of international organizations and business are recommended to mainstream CCHRM issues in their business.Knowledge from this study may help companies and organizations working in new cultures to adjust appropriately so that their human resource situations help bring about better performance.The study recommendations may also help management of international organizations towards examining how management practices and processes can significantly address issues of employee and employer satisfaction which are key indicators of performance.This thesis is organized into seven chapters.Chapter 1 presents the background to the study,objectives of the study and significance of the study.In chapter two,there is review of relevant literature about the impact of cross-culture human resource management on organizational performance.It also covers various issues of HRM in relation to culture and business performance.Chapter three discusses the research model for the study and the study hypotheses.In chapter four,the research methodology is discussed with reference to issues like sampling,population,data collection and analysis techniques used.Chapter five is a case study of international organizations.The chapter also presents findings and discussion of qualitative data on perceived impact and use of cross-culture HRM practices in the sampled companies.On the other hand,chapter six discusses quantitative findings from the survey in order to test the hypotheses and determine answers to research questions.Finally,chapter seven covers the conclusion of the thesis,recommendations,theoretical and practical contribution of the study and future research.On the whole,critical findings,theoretical and practical implications for this study have been discussed in this thesis and research innovations made are also discussed.
Keywords/Search Tags:Cross-culture, Human Resource Management, organizational performance, Employee attitudes
PDF Full Text Request
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