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

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.