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The role of human resource practices and managers in the development of well-being: Cultural differences in the changing workplace

Ana M. Lucia-Casademunt (Universidad Loyola Andalucía, Córdoba, Spain)
Deybbi Cuéllar-Molina (Universidad de Las Palmas de Gran Canaria, Las Palmas de Gran Canaria, Spain)
Antonia M. García-Cabrera (Universidad de Las Palmas de Gran Canaria, Las Palmas de Gran Canaria, Spain)

Cross Cultural & Strategic Management

ISSN: 2059-5794

Article publication date: 7 September 2018

Issue publication date: 31 October 2018

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Abstract

Purpose

Organisational change is increasingly important and interesting to study. Change may affect employees’ attitudes and impact on their well-being. In this regard, it is important to examine how organisations enhance employees’ well-being when the competitive environment requires organisational changes whose implementation could cause well-being to deteriorate. Research suggests that human resource management practices (HRMPs) may have a positive impact on well-being. However, there is little research that analyses how the internal and external contexts of changing organisations may influence the outcome of HRMPs as regards well-being, which is of interest as it pertains to the application of suitable HRMPs in every setting. Thus, to address this research gap, the purpose of this paper is to analyse how employees’ perceptions of HRMPs and support from supervisors enhance well-being, taking into account the national cultural context of organisations.

Design/methodology/approach

Linear regression models tested the proposed hypotheses on a sample of 10,866 employees from 18 European countries who participated in the Fifth European Working Conditions Survey. Of the total sample, 5,646 respondents were involved in substantial restructuring and organisational change.

Findings

Results confirm the importance of national “uncertainty avoidance” values in the choice of the proper HRMPs to enhance employees’ well-being.

Originality/value

The literature highlights that HRMPs and supervisor support have a positive impact on well-being, and it also warns that national culture may condition the outcomes of human resource (HR) interventions. Based on this, the current study analyses how such HR interventions enhance well-being, taking into account national cultural context of organisations in both stable contexts and those involving change.

Keywords

Acknowledgements

The financial support from Spain’s Economy, Industry and Competitiveness National Department (Project: ECO2016-80518-R) is gratefully acknowledged by Antonia M. García-Cabrera.

Citation

Lucia-Casademunt, A.M., Cuéllar-Molina, D. and García-Cabrera, A.M. (2018), "The role of human resource practices and managers in the development of well-being: Cultural differences in the changing workplace", Cross Cultural & Strategic Management, Vol. 25 No. 4, pp. 716-740. https://doi.org/10.1108/CCSM-05-2017-0054

Publisher

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Emerald Publishing Limited

Copyright © 2018, Emerald Publishing Limited

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