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Sustainable human resource management and job satisfaction—Unlocking the power of organizational identification: A cross‐cultural perspective from 54 countries.

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Title: Sustainable human resource management and job satisfaction—Unlocking the power of organizational identification: A cross‐cultural perspective from 54 countries.
Authors: Wojtczuk‐Turek, Agnieszka1 (AUTHOR) awojtc@sgh.waw.pl, Turek, Dariusz2 (AUTHOR), Edgar, Fiona3 (AUTHOR), Klein, Howard J.4 (AUTHOR), Bosak, Janine5 (AUTHOR), Okay‐Somerville, Belgin6 (AUTHOR), Fu, Na7 (AUTHOR), Raeder, Sabine8 (AUTHOR), Jurek, Paweł9 (AUTHOR), Lupina‐Wegener, Anna10 (AUTHOR), Dvorakova, Zuzana11 (AUTHOR), Gutiérrez‐Crocco, Francisca12 (AUTHOR), Kekkonen, Aleksandra13 (AUTHOR), Leiva, Pedro I.14 (AUTHOR), Mynaříková, Lenka15 (AUTHOR), Sánchez‐Apellániz, Mercedes16 (AUTHOR), Shafique, Imran17 (AUTHOR), Al‐Romeedy, Bassam Samir18 (AUTHOR), Wee, Serena19 (AUTHOR), Dunlop, Patrick20 (AUTHOR)
Source: Corporate Social Responsibility & Environmental Management. Sep2024, Vol. 31 Issue 5, p4910-4932. 23p.
Subject Terms: Personnel management, Job satisfaction, Organizational identification, Work environment, Employee psychology
Abstract: Sustainable human resource management is gaining importance in organizations due to its role in developing a sustainable work environment and well‐being. This paper discusses the relationship between employee perceptions of sustainable human resource management and job satisfaction in 54 countries. We propose that sustainable HRM is positively associated with job satisfaction but that this relationship is moderated by employees' identification with the organization and country‐level individualism–collectivism. Thus, we suggest national culture functions as a second‐level moderator of the relationship of sustainable HRM with organizational identification on job satisfaction. Findings from the multi‐level analyses using data from 14,502 employees nested within 54 countries provided support for our hypotheses, namely that employee perceptions of sustainable HRM were positively associated with job satisfaction and that this relationship was more pronounced for employees with lower levels compared to higher levels of organizational identification in individualistic rather than collectivistic countries. These findings bear important implications for both theory and practice. [ABSTRACT FROM AUTHOR]
Copyright of Corporate Social Responsibility & Environmental Management is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
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  Data: Sustainable human resource management and job satisfaction—Unlocking the power of organizational identification: A cross‐cultural perspective from 54 countries.
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  Data: <searchLink fieldCode="JN" term="%22Corporate+Social+Responsibility+%26+Environmental+Management%22">Corporate Social Responsibility & Environmental Management</searchLink>. Sep2024, Vol. 31 Issue 5, p4910-4932. 23p.
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  Data: Sustainable human resource management is gaining importance in organizations due to its role in developing a sustainable work environment and well‐being. This paper discusses the relationship between employee perceptions of sustainable human resource management and job satisfaction in 54 countries. We propose that sustainable HRM is positively associated with job satisfaction but that this relationship is moderated by employees' identification with the organization and country‐level individualism–collectivism. Thus, we suggest national culture functions as a second‐level moderator of the relationship of sustainable HRM with organizational identification on job satisfaction. Findings from the multi‐level analyses using data from 14,502 employees nested within 54 countries provided support for our hypotheses, namely that employee perceptions of sustainable HRM were positively associated with job satisfaction and that this relationship was more pronounced for employees with lower levels compared to higher levels of organizational identification in individualistic rather than collectivistic countries. These findings bear important implications for both theory and practice. [ABSTRACT FROM AUTHOR]
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  Data: <i>Copyright of Corporate Social Responsibility & Environmental Management is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.</i> (Copyright applies to all Abstracts.)
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