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How HRM Control Affects Boundary-Spanning Employees: Behavioural Strategies and Satisfaction: The Moderating Impact of Cultural Performance Orientation

Author

Listed:
  • Dominique Rouzies

    (GREGH - Groupement de Recherche et d'Etudes en Gestion à HEC - HEC Paris - Ecole des Hautes Etudes Commerciales - CNRS - Centre National de la Recherche Scientifique)

  • Vincent Onyemah

    (marketing department - Babson College)

  • Nikolaos Panagopoulos

Abstract

This study examines how cultural performance orientation moderates the influence of human resource management (HRM) controls on boundary-spanning employees' behavioural strategies and satisfaction. Based on primary data obtained from 1049 salespeople in six countries (France, Ireland, Italy, Spain, United Kingdom, and the United States of America) and secondary data on cultural performance orientation, multilevel regression analyses show that national culture has a strong effect on the way boundary-spanning employees allocate their effort in response to HRM control. In particular, our results suggest that the more behaviour controls are used with boundary-spanning employees, the less attention they pay to customers and the more emphasis they place on their supervisors and non-selling tasks. Specifically, cultural performance orientation is shown to moderate significantly those relationships. Furthermore, results indicate that cultural performance orientation heightens boundary-spanning employees' job satisfaction resulting from behaviour control. Preliminary explanations for the differing impact of HRM control efficiency across cultures can be proposed.

Suggested Citation

  • Dominique Rouzies & Vincent Onyemah & Nikolaos Panagopoulos, 2010. "How HRM Control Affects Boundary-Spanning Employees: Behavioural Strategies and Satisfaction: The Moderating Impact of Cultural Performance Orientation," Post-Print hal-00537919, HAL.
    • Handle: RePEc:hal:journl:hal-00537919
    DOI: 10.1080/09585192.2010.505096
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    Cited by:

    1. Smita Prashant Chattopadhyay & Madhuchhanda Das Aundhe, 2021. "Vendor boundary spanning in Indian Information Technology (IT) companies," Asia Pacific Journal of Management, Springer, vol. 38(3), pages 1139-1177, September.
    2. Stock, Ruth Maria, 2016. "Understanding the relationship between frontline employee boreout and customer orientation," Journal of Business Research, Elsevier, vol. 69(10), pages 4259-4268.
    3. Anna Long & Matthew S. Wood & Daniel L. Bennett, 2023. "Entrepreneurial organizing activities and nascent venture performance," Small Business Economics, Springer, vol. 60(2), pages 433-461, February.

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