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In recent years, theory and research have been increasingly devoted to understanding organizational behavior in cross-cultural and global contexts, with particular attention being paid to the appropriateness of various human resources management (HRM) practices because practices that may be effective within one cultural context may not be effective in other cultural contexts. This chapter argues that a multi-level perspective is needed to explain the interplay between HRM practices and employee responses across cultural contexts. Specifically, the multi-level framework developed in this chapter elucidates the importance of fit between HRM practices, individual values, organizational values, and societal values. Societal values play a key role in the adoption of HRM practices, and the effectiveness of these HRM practices will depend largely on “fit” or alignment with the values of the societal culture in which the organization is operating. HRM practices also shape the collective responses of employees through organizational climate at the organizational level and through psychological climate at the individual level. For positive employee attitudes and responses to emerge, the climate created by the HRM practices must be aligned with societal and individual values. Building on these notions, the strength of the societal culture in which the organization is operating serves as a mechanism that links relationships between climate, value fit, and attitudes across levels of analysis. The chapter concludes with some recommendations for future research and implications for practice.

High-performance work system (HPWS) has been verified as a promoter of both organizational and individual outcomes. However, this research takes the conflicting view of HPWS to examine the impact of HPWS perception on knowledge hoarding. In addition, competitive climate is proposed to mediate the relationship while HPWS psychological contract breach is hypothesized to moderate the HPWS-knowledge hoarding linkage.

A quantitative research design is adopted with data collected from 367 MBA and PhD students in Vietnam. Partial least square structural equation modeling is used to test the hypotheses.

The perception of HPWS increase knowledge hoarding with competitive climate acting as a partial mediator. HPWS psychological contract breach intensifies the relationship.

The research provides additional evidences to support the dark-side view of HPWS on employees' outcomes. The adoption and implementation of HPWS should be clearly announced to reduce perceptions of mismatch between expectation and reality.

This study is among the first to investigate the association between HPWS and knowledge hoarding. In addition, the mediating role of competitive climate represents a novelty in HPWS research. Finally, the concept of HPWS psychological contract breach has been introduced to the literature.

In this response, we address the thoughtful commentaries by Chen and Tsui, and Erez and highlight three overarching themes emerging from their contributions. First, we address the challenge of balancing complexity and parsimony in our model of values, HRM practices and fit in cross-cultural contexts. Second, we provide further explanations of the linkages between societal and organizational values. Third, we address the question of whether culture and climate should be treated as separate constructs in the model. In doing so, we hope to stimulate future progress in multi-level and cross-cultural perspectives of HRM and fit.

The multi-level perspective on selection offered by Ployhart and Schneider provides an important framework for enhancing the utility of our selection procedures. By examining relationships between predictors and criteria across multiple levels of analysis, new insights into how the selection process contributes to group and organizational performance and effectiveness can be gleaned. Further, tradeoffs between using sets of predictors at different levels of analysis become evident, again highlighting the importance of moving beyond consideration of the individual level of analysis in selection. Indeed, it is argued that the traditional model should be replaced by a multi-level expanded model. The strength of this framework is evaluated and suggestions to enhance the multi-level model are offered.

Reports on trends in human resource best practice in the USA. Asks where human resources should be concentrated, and what high‐performing organizations are doing to motivate and retain key employees. Reports on surveys which suggest that when top management promotes progressive human resources practices, the results are usually high performance and productivity.

Work enthusiasm and organizational socialization (Training, Understanding, Coworker Support, and Future Prospects) were compared in two predominantly Chinese regions, i.e., Macau (a former Portuguese territory in China) and Zhuhai in the People’s Republic of China. Data were collected from 276 (96 Macau and 180 Zhuhai) full‐time, line‐level, ethnic Chinese employees in the two regions. Results revealed the Zhuhai employees to be much more enthusiastic at work. The Zhuhai employees also evaluated Training, Understanding, and Future Prospects more highly than did the Macau employees (no differences were found for Coworker Support). Regression analyses revealed Future Prospects to be the strongest predictor of work enthusiasm in Zhuhai, while education and years on the job explained most of the variance for work enthusiasm in Macau. The results of the comparisons are discussed in terms of the similarities and differences in the cultures and economic development of the regions.

Kerstin Aumann is a doctoral student in the social-organizational psychology program at Teachers College, Columbia University. She received her B.S. at Northwestern University, after which she spent three years working in the Change Communication Specialty Group at Burson-Marsteller, a global communications firm. Her research interests include international human resources management, cross-cultural organizational behavior, and cultural diversity.

The informal dimension of organizational experience can shape performance-relevant employee behavior, including voluntary turnover. The authors develop a multi-stage model of turnover intention relevant to public organizations based on the quality of informal intra-organizational employee ties. Specifically, the authors argue that organizational social capital reduces turnover intention both directly and indirectly via its influence on person-organization fit, organizational cynicism and job satisfaction.

The authors use data from a survey of 946 Korean public sector employees and partial least squares structural equation modeling to test our hypotheses. A number of checks are performed to evaluate the integrity of the data and probe the robustness of the results.

The authors find that there is a significant link between organizational social capital and turnover intention, but that this relationship is fully mediated by the specified intervening processes. Social capital is associated with increased P-O fit, increased job satisfaction and reduced cynicism. In turn, P-O fit reduces turnover intention both directly and indirectly via increased job satisfaction and reduced cynicism.

While a number of studies demonstrate the value of organizational social capital, the current study works through the theoretical mechanisms by which social capital is transformed into valued organizational outputs. Some of these are specifically relevant to public organizations. The authors describe the model's practical relevance and suggest research questions that can build upon our findings. The authors also note the study's limitations.