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Cultural Influence on Strategic Human Resource Management Practices: A Jordanian Case Study

Bader Obeidat, Safa Al-Sarayrah, Ali Tarhini, Rand Hani Al-Dmour, Zahran Al-Salti and Rateb Sweis

International Business Research, 2016, vol. 9, issue 10, 94-114

Abstract: This study aims to investigate the impact of national culture on strategic human resource management (SHRM) practices on Pharmaceutical industries in Jordan. A quantitative research design using regression analysis was applied in this study and a total of 133 were obtained through a questionnaire distributed to pharmaceutical industries in Jordan. The results showed that national culture dimensions significantly affect SHRM practices and namely, masculinity, uncertainty avoidance, long term orientation, and individualism have an impact on SHRM practices. Except power distance has insignificant effect on SHRM practices. This study implies that HR managers must be aware of national culture of their country, and try to link it with SHRM practices to improve the company’s performance. Moreover, since national culture explained 20% of the variance in SHRM practices, future researches should be directed towards examining other factors affecting SHRM practices.

Keywords: culture; national culture; Hofstede; human resource management; strategic human resource management practices; Jordan; Arab countries (search for similar items in EconPapers)
Date: 2016
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Handle: RePEc:ibn:ibrjnl:v:9:y:2016:i:10:p:94-114