Compatibility of High Performance Work Practices in Eastern Societies: A Qualitative Study

Abstract

As high performance work practices (HPWPs) are increasingly acknowledged as a best practice, there is an increasing diffusion of these practices in non-Western settings, while competing normative social values in such settings may oppose adoption. To understand the perceived usefulness and cultural compatibility of HPWPs, this study collected the opinions and perceptions of 104 individuals working in four organizations in Pakistan through interviews and focus group discussions. The data were analysed using thematic analysis, where themes were based on a matrix of dimensions of national culture and HPWPs. Results indicated the existence of policy for most HPWPs in all four organisations, and a clear perception of usefulness of these practices. However, managers and employees reported challenges in the implementation of two-way communication, merit based appraisals, rigorous selection, merit based promotions, internal career opportunities, contingent compensation, and investment in training because of cultural values. In this research setting, performance orientation, high in-group collectivism and high power distance were the main cultural dimensions affecting implementation. We recommend HPWPs scholars to work on implications of cultural (in)compatibility on multiple stakeholders, including organizations, individuals and social structures.