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

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dc.authorid0000-0002-4668-5274
dc.contributor.authorWojtczuk-Turek, Agnieszka
dc.contributor.authorTurek, Dariusz
dc.contributor.authorEdgar, Fiona
dc.contributor.authorKlein, Howard J.
dc.contributor.authorBosak, Janine
dc.contributor.authorOkay-Somerville, Belgin
dc.contributor.authorKaramustafa-Kose, Gueldem
dc.contributor.authorKarabatı, Serdar
dc.date.accessioned2024-12-12T09:34:51Z
dc.date.available2024-12-12T09:34:51Z
dc.date.issued2024
dc.departmentFakülteler, İşletme Fakültesi, İşletme Bölümü
dc.description.abstractSustainable 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.
dc.identifier.citationWojtczuk, T. A., Turek, D., Edgar, F., Klein, H. J., Bosak, J., Okay, S. B., Dunlop, P. (2024). Sustainable human resource management and job satisfaction—Unlocking the power of organizational identification: A cross‐cultural perspective from 54 countries. Corporate Social Responsibility & Environmental Management, 31(5), 4910–4932. https://doi.org/10.1002/csr.2815
dc.identifier.doi10.1002/csr.2815
dc.identifier.endpage4932
dc.identifier.issn1535-3958
dc.identifier.issn1535-3966
dc.identifier.issue5
dc.identifier.scopus2-s2.0-85192826614
dc.identifier.scopusqualityQ1
dc.identifier.startpage4910
dc.identifier.urihttps://doi.org/10.1002/csr.2815
dc.identifier.urihttps://hdl.handle.net/11411/9015
dc.identifier.volume31
dc.identifier.wosWOS:001320263800055
dc.identifier.wosqualityQ1
dc.indekslendigikaynakWeb of Science
dc.indekslendigikaynakScopus
dc.institutionauthorKarabatı, Serdar
dc.institutionauthorid0000-0002-4668-5274
dc.language.isoen
dc.publisherWiley
dc.relation.ispartofCorporate Social Responsibility and Environmental Management
dc.relation.publicationcategoryMakale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanı
dc.rightsinfo:eu-repo/semantics/openAccess
dc.subjectIndividualism–Collectivism
dc.subjectJob Satisfaction
dc.subjectOrganizational Identification
dc.subjectSustainable HRM Practices
dc.titleSustainable human resource management and job satisfaction-Unlocking the power of organizational identification: A cross-cultural perspective from 54 countries
dc.typeArticle

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