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How societal culture influences friction in the employee-organization relationship

机译：社会文化如何影响员工-组织关系中的摩擦

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摘要

The proposed model unpacks societal culture's multi-level influence on friction in the employee-organization relationship (EOR), resolving two knowledge gaps: overreliance in EOR research on employee-centered concepts, ignoring the influence of the organization; and minimal theoretical analysis on why societal culture contributes to relational problems between the organization and its employees (Coyle-Shapiro & Shore, 2007). We argue that societal culture influences friction in employee-organization relationships through the individual-level mediator of work motives and the organization-level mediator of EOR strategy. Although EOR friction 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.
机译：所提出的模型揭示了社会文化对员工-组织关系（EOR）中的摩擦的多层次影响，从而解决了两个知识差距：过度依赖员工为中心的概念进行EOR研究，忽略了组织的影响；以及关于社会文化为何导致组织与其员工之间的关系问题的最小理论分析（Coyle-Shapiro＆Shore，2007）。我们认为，社会文化通过工作动机的个人层面的调解人和EOR战略的组织层面的调解人来影响员工与组织之间的摩擦。尽管当一种文化中的员工工作动机与另一种文化中的员工提高战略互动时，通常会发生EOR摩擦，但研究很少研究解释这些关系挑战的机制。利用个人主义，团体内集体主义和制度性集体主义，我们解释了在每种不匹配的文化条件下EOR摩擦的两个主要原因，并提供了减少各种来源的摩擦的潜在解决方案。我们的论据表明，与采用更“千篇一律”的关系式EOR战略的组织相比，能够有效地将其HRM实践适应其所处的社会文化的组织将不太可能遇到EOR摩擦。

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