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An assessment of the moderating role of employees' cultural orientations amongst foreign manufacturing multinational companies in Kenya

机译：评估在肯尼亚的跨国制造跨国公司中员工文化取向的调节作用

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Orientation: This article investigates the question, of whether culture really matters in implementing international strategic human resource management (SHRM) practices.Research purpose: Specifically, this study sought to investigate the extent to which employee cultural orientations moderate the link between SHRM practices and firm performance in large foreign manufacturing multinational companies in Kenya. Motivation for the study: Large foreign multinational companies have generally applied SHRM practices without adaptation when trying to improve employee performance even though resource based perspectives argue for the consideration of employees' cultural orientations. Research design, approach and method: SHRM practices were conceptualised as independent variables measured through distinct practices. Organisational performance as a dependent variable was measured using constructs of image, interpersonal relations, and product quality. Cultural dimensions adopted for this study were power distance, uncertainty avoidance, individualism or collectivism, and masculinity or femininity. The above conceptual framework was tested by the use of both quantitative and qualitative techniques with data from fifty (50) large foreign multinational companies operating in Kenya. Main findings: Findings indicated that the relationship between SHRM practices and firm performance depend to a greater extent on employee cultural orientations when power distance is considered. Power distance (PD) refers to the extent of people accepting that power in institutions and organisations when distributed unequally. The greater the PD, the greater the acceptance of this inequality. Practical/managerial implications: The study supported the notion that the relationship between SHRM practices and firm performance is moderated by power distance through motivation but not by the other three bipolar dimensions namely, Uncertainty Avoidance, Masculinity or Femininity and Individualism or Collectivism. Contribution/value-add: This is the first large-scale empirical article that has focused on the moderating role of employees' cultural orientations in large foreign manufacturing companies operating in Kenya.
机译：方向：本文研究文化在实施国际战略人力资源管理（SHRM）实践中是否真正重要的问题。研究目的：本研究旨在调查员工文化取向在多大程度上缓和了SHRM实践与企业之间的联系。在肯尼亚的大型外国制造跨国公司中的表现。研究动机：尽管基于资源的观点主张考虑员工的文化取向，但大型的跨国跨国公司在尝试提高员工绩效时通常没有采取适应性人力资源管理实践。研究设计，方法和方法：SHRM实践被概念化为通过不同实践测量的独立变量。使用形象，人际关系和产品质量的结构来衡量组织绩效作为因变量。这项研究采用的文化维度是权力距离，避免不确定性，个人主义或集体主义以及男性气质或女性气质。通过使用定量和定性技术以及来自在肯尼亚运营的五十（50）家大型外国跨国公司的数据，对上述概念框架进行了测试。主要发现：研究结果表明，考虑权力距离时，人力资源管理实践与企业绩效之间的关系在很大程度上取决于员工的文化取向。权力距离（PD）是指人们在机构和组织中不平等分配权力的程度。 PD越大，对这种不平等的接受程度就越高。实际/管理意义：该研究支持以下观点：SHRM实践与公司绩效之间的关系是通过动机的权力距离来调节的，而不是由其他三个双极维度来调节的，即不确定性规避，阳刚或女性气质和个人主义或集体主义。贡献/增值：这是第一篇大规模的实证文章，着重于在肯尼亚经营的大型外国制造公司中，员工文化取向的调节作用。

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