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Human Resource Management, Individualism-Collectivism, and Individual Performance among Public Employees: A Test of the Main and Moderating Effects

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Authors
Cho, Taejun; Yoon, Sujae
Issue Date
2009
Publisher
Graduate School of Public Administration, Seoul National University
Citation
Korean Journal of Policy Studies, Vol.23 No.2, pp. 57-78
Keywords
Innovative Human Resource Management PracticesIndividualism CollectivismIndividual Performance
Abstract
Two hundred fifteen public employees participated in this study, which tested the relationship between innovative human resources management (HRM) practices—including training, career development, appraisal feedback, participation in decision-making, and autonomy—and individual performance. This study found that almost all HRM practices were positively related to individual performance, with the exception of career development. These findings suggest that HRM practices may be a managerial strategy to increase individual performance in public sector organizations. Further, the study examined the moderating effect of individualism-collectivism on the relationship between HRM practices and individual performance. Consistent with the hypothesis, individualism-collectivism moderated the relationship between HRM practices and individual performance.
ISSN
1225-5017
Language
English
URI
http://hdl.handle.net/10371/69824
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Graduate School of Public Administration (행정대학원)Dept. of Public Administration (행정학과)Korean Journal of Policy Studies (정책논총)Korean Journal of Policy Studies (정책논총) vol.23(2) (2009)
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