HR Managers’ Gender and Rationality Culture: Interaction Effects on Female Employees’ Workplace Outcomes

This study investigates how the gender of human resource (HR) managers and the presence of rationality culture (RC) in organizations jointly influence women employees' workplace outcomes, including interpersonal affinity, job involvement, and organizational loyalty. Drawing on feminist organizational theory and social identity theory, the study examines whether women HR managers are associated with more positive outcomes for women employees and whether the dominance of RC moderates these effects. RC, rooted in bureaucratic logic and objectivity, may diminish the perceived value of relational and inclusive HR practices-especially in highly formalized work environments. The study employs a survey-based quantitative method using data from the Korean Women Managers Panel, which includes responses from over 346 women working in medium- and large-sized organizations in South Korea. Directional hypotheses are tested, proposing that women HR managers positively influence employee outcomes, but this effect may be weakened in organizations where RC is strongly embedded. The findings contribute to organizational behavior and the gender studies literature by clarifying how HR managers' gender operates under varying cultural norms and revealing the conditional nature of its effectiveness. The study offers both theoretical and practical insights for organizations aiming to foster inclusive environments, with implications for HR strategy, organizational development, and gender.