An exploratory study of the cultural context of organisational climate and human resource practices

The ‘climate’ construct has an important and long history in organisational science. This study explores a specific type of organisational climate, known as human resource (HR) climate, in the context of an organisation operating in Turkey. The competing values framework is used to interpret the findings regarding the nature of HR climate, and to compare and contrast HR climate with organisational climate. This study employs an exploratory qualitative research design in which several in‐depth interviews were conducted with HR managers/directors. The findings suggest that although some dimensions of HR climate show similarities with those of organisational climate, there are significant differences. In addition, several dimensions of the HR climate found in this study reflect cultural characteristics of Turkey, specifically collectivism and paternalism. This extends knowledge of the concept of HR climate and shows that the construct may have dimensions that are culturally specific (particular) rather than universal. Key points Training and development, and belongingness and family‐orientation are the two prominent HRM climate dimensions in Turkey. The value given to training and development is more important than the mere existence of it. HRM climate in Turkey shows signs of the collectivist and paternalistic character of Turkish culture. HRM climate in Turkey highly reflects the human relations model of competing values framework.