A comparative study of the effects of ‘best practice’ HRM on worker outcomes in Malaysia and England local government
比较了马来西亚和英格兰地方政府员工对最佳实践人力资源管理的感知及其对工作满意度、动机、组织公民行为、压力和离职意向的影响，发现马来西亚员工感知的人力资源实践水平更高，且人力资源实践组合对员工结果有显著预测作用。
This paper presents the findings of a cross-cultural comparison of the effects of ‘best practice’ HRM using employees from a matched sample of local government service departments in England and Malaysia (England n = 569, Malaysian n = 453). The paper tests the universal ‘best practice’ thesis, and also assesses the perceived level of up-take of HR practices in the two samples. The research also considers the effects of the psychological climate and employees' perceptions of trust on five work-related outcomes, namely job satisfaction, motivation, organizational citizenship behaviour, stress and quit intentions. The findings reveal that the Malaysian workers perceived the up-take of HR practices to be higher in comparison to their counterparts in England. A less consistent pattern emerged with regards to perceptions of climate. OLS regression revealed that consistent with the universal thesis, a bundle of HR practices significantly predicted employee outcomes in the hypothesized directions in both samples. Therefore, these findings provide strong support for the universal thesis.