Abstract
This paper presents the findings of a cross-cultural comparison of the effects of ‘best practice’ HRM using employees from a matched sample of local government service departments in England and Malaysia (England n = 569, Malaysian n = 453). The paper tests the universal ‘best practice’ thesis, and also assesses the perceived level of up-take of HR practices in the two samples. The research also considers the effects of the psychological climate and employees' perceptions of trust on five work-related outcomes, namely job satisfaction, motivation, organizational citizenship behaviour, stress and quit intentions. The findings reveal that the Malaysian workers perceived the up-take of HR practices to be higher in comparison to their counterparts in England. A less consistent pattern emerged with regards to perceptions of climate. OLS regression revealed that consistent with the universal thesis, a bundle of HR practices significantly predicted employee outcomes in the hypothesized directions in both samples. Therefore, these findings provide strong support for the universal thesis.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: The International Journal of Human Resource Management
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
