The question of how cultural values impact upon human resource management (HRM) practices in organisations has become an important issue in the developing Middle Eastern countries' business context (Aycan, Al-Hamadi, Davis, & Budhwar, 2007; Afiouni, Ruel, & Schuler, 2013). There is growing support for the notion that country-based factors, such as culture, have an important influence on international HRM practices (Nyambegera, Span·ow, & Daniels, 2000; Budhwar, 2012). For example, thereis

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... sing concern about how models ofHRM practices, largely created in the developed world, can be transfened to developing countries and cultures (Bjorkman & Lervik, 2007; Sartorius, Merino, & Cannichael, 2011), including the Middle East (Sheikh, Newman, & Al Azzeh, 2012). Therefore, studies investigating whether or not international HRM theories and practices can be generalised to developing countries are needed. Such a need is relevant in the Middle East, particularly in Saudi Arabia, where there are constant challenges in regard to human resource development and management.