How societal culture influences friction in the employee–organization relationship

Abstract

Highlights• Societal culture influences EOR friction through the individual-level work motives of belonging and mattering• Societal culture also influences EOR friction through organizational-level EOR strategies that may be either relational or transactional.• The concept of relational friction presents a unique approach to understanding why EOR problems may exist• In this increasingly globalized work environment, managers who understand how societal culture influences EOR friction may be better equipped to facilitate frictionless relationships, by adopting some of the practices appropriate to employees' cultures.This is a pre-publication version of this manuscript. Please cite as: commonly occurs when employee work motives from one culture interact with EOR strategies from another, studies rarely examine the mechanisms that explain these relational challenges.Drawing on individualism, in-group collectivism and institutional collectivism, we explain two primary causes for EOR friction in each mismatched cultural condition, and offer potential solutions for reducing friction stemming from each source. Our arguments suggest that organizations who effectively adapt their HRM practices to the societal culture in which they operate will be less likely to experience EOR friction than organizations who adopt a more 'one size fits all' relational EOR strategy.

Impact of individual coping strategies and organisational work–life balance programmes on Australian employee well-being

“…As also noted by Fitzsimmons and Stamper (2014), members of individualistic societies tend to value self-direction and to pursue individual goals over group or societal goals. For instance, prior studies (e.g.…”

“…In particular, as Australian employees are largely influenced by an individualistic culture, the emphasis on individual's sense-making of their work and wellbeing is important. As argued by Fitzsimmons and Stamper (2014), a sense of 'mattering' would motivate employees. Thus, organisations and managers need to ensure employees that their jobs and lives outside work do matter to organisations.…”

The Changing Influence of Societal Culture on Job Satisfaction across Europe

“…Taking our lead from Fitzsimmons and Stamper (2014), we posit that, at an individual level, SCVs shape what employees seek to achieve from their jobs and, through variation in the self-concept, their perception of what their job offers -hence, their job satisfaction. This theoretical argument is supported by other scholars (Scott and Lane, 2000).…”

“…Researchers have examined attempts by multinational enterprises to account for SCV differences across their foreign subsidiaries (Luthans, 1993;Wasti, 1998). Other studies have shown that SCV has an impact on: the motivation of public service employees (Ritz and Brewer, 2013); performance appraisal practices (Peretz and Fried, 2012), reward alignment (Magnusson, Peterson and Westjohn, 2014), success of exploratory innovations (Muller, Rosenbusch and Bausch, 2013) and employeeorganization relationships (Fitzsimmons and Stamper, 2014). Other studies have examined the job-life satisfaction balance using SCVs (Georgellis and Lange, 2012).…”

Applying Back Propagation Neural Networks in the Prediction of Management Associate Work Retention for Small and Medium Enterprises

“…The relations between the psychological changes in a new employee, and employee fulfilment and contributions as perceived by the employer is a widely discussed topic in HR [6] [11] discussed the difficulties of increasing hired talent in order to produce management associates (MAs). They focused on decreasing the 'trial-and-error cost' of between employee and employer and creating an optimal trade-off between investment in employee training and the retention of effective employees.…”