The impact of cultural values on the acceptance and effectiveness of human resource management policies and practices

Abstract The cultural diversity of U.S. organizations is increasing rapidly. In spite of this, relatively little attention has been paid to the impact that the increase in diversity may have on (a) the acceptance of human resource management processes and practices (e.g., recruitment, selection, training, performance appraisal, and compensation and benefits) by individuals and (b) the effectiveness of such processes and practices. Thus, we consider the moderating effects of both individual culture and organizational culture on relations between (a) human resource management processes and practices and (b) the acceptance and effectiveness of such processes and practices. In addition, we offer recommendations for both research and practice.

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