Does Cross-Culture Human Resource Management Affect Performance of International Organizations? Evidence from Rwanda

The interaction of employees in subsidiaries of international companies both from the parent and host countries pose a challenge to those handling human resource management issues due to differences in national cultures of those who work in the subsidiaries. The aim of this study was to investigate the effect of Cross Culture Human Resource Management (CCHRM) on employee attitudes and to examine the mediating role of employee outcomes on the relationship between CCHRM and employee attitudes in international companies operating in Rwanda. The employees in the organizations were selected using stratified random sampling based on organizations’ departments. Hence, a sample of 300 employees was drawn from a total population of 830 employees. The study used document analysis for all the secondary data and regression analysis for primary data. The results show that there is a strong positive correlation between CCHRM and organization performance in international organization operating in Rwanda. The findings also indicate that employees’ outcomes positively mediated the relationship between CCHRM and organizational performance. Theoretical and practical implications of the findings are examined in this study.