How do high-involvement human resource practices and idiosyncratic deals affect employee attitudes? An examination of the moderating effects of individualistic values

Purpose High-involvement human resource practices (HIHRP) and i-deals are effective independently; however, in most cases, organizations implement them in combination. Using optimal distinctiveness theory, this study examines how employees respond to the joint implementation of HIHRP and i-deals. Design/methodology/approach The regression analyses were conducted to examine data gathered from a sample of 397 full-time employees across Eastern Asian countries, specifically Japan, Indonesia, Singapore, Thailand and Vietnam, through an online survey. Findings The results reveal that when individualistic values are strong, greater implementation of HIHRP strengthens the positive relationship between i-deals and affective commitment. Conversely, when collectivist values are strong, greater HIHRP implementation strengthens the negative relationship between i-deals and affective commitment. These findings suggest that combined human resources practices may send mixed signals depending on employees’ value orientations. Practical implications Managers should consider employees’ cultural values when combining HIHRP and i-deals, particularly in collectivist contexts. Originality/value This study offers two key theoretical insights. First, although i-deals are generally expected to be beneficial, their interaction with other human resources practices may lead to negative employee reactions. This result highlights the need for horizontal alignment within human resources systems. Second, the impact of i-deals and commitment-oriented HR practices varies by employees’ cultural values, particularly individualism. This notion highlights the importance of considering both individual and country-level cultural factors in similar future research.