The relationship between cultural value orientations, human resource management preferences, person-organisation fit and job involvement in Kenya.

The main purpose of the research was to establish existing cultural value orientations and
the extent of their influence on HRM preferences in the Kenyan context. The study
undertook analyses of value orientations at the individual level to enable a better
understanding of the role of cultural values in predicting HRM preferences. Essentially, the
study determined how much variance in individual preference for HR system design can be
attributed to the influence of value orientations and examined which values influence which
work-related preferences in Kenya. Further, the study explored the extent to which fit
between HRM preferences and actual policy practice impact levels of job involvement in a
developing country context. The study also focused on the fit of individual values with
organisational culture, as represented by the value orientations of others in the organisation.
A survey was administered to 500 employees in eight Kenyan organisations. The analyses
are based on 274 responses. The questionnaire assessed: a) cultural values using the
Cultural Perspectives Questionnaire (CPQ4) based on the conceptualisation of value
orientations by Kluckhohn and Strodtbeck (1961); b) HRM policy practice preferences and
organisation actual policy practice based on items proposed by Schuler and Jackson (1987);
and c) job involvement based on the scale developed by Kanungo (1982).
I found evidence that on average, the sample held the following cultural value orientations:
activity thinking and doing values characterising Kenyans as rational and goal oriented;
relationship values emphasised both collateral and individual values and also to some
extent hierarchical values. For HRM preferences Kenyans prefer high
involvement/participation, high predictable rewards, performance E RM practices, and high
empowerment. Three of these preferences were linked to cultural values. By identifying
which HRM preferences are value-free or value-linked, researchers can gain insights into
both the efficiency of a local HRM process and the transferability of the process. Ethnicity
was also seen to play a role in cultural values as the sample reported significant differences
between values such as subjugation and human nature good-evil.
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The pervasive value-linked nature of the HRM process was also evident. This study shows
one way in which employee preferences for HRM policies and practices could be predicted
from cultural value orientations. Further, the study has shown that focusing on individual
cultural value orientations can enable more subtle understanding of national cultural values
and variance within national cultures.
There is a link between job involvement and cultural values and fit. HRM preferencepolicy
fit in this sample has a partial impact on job involvement. Also, the interaction
between individual values and the values of others in an organisation (person-culture fit)
may impact levels of job involvement.