For each of the 5 needs in Maslow's motivational hierarchy (physiological, safety-security, belongingness, esteem, and self-actualization), operational definitions were developed from Maslow's theory of motivation. New measures were created based on the operational definitions (1) to assess the satisfaction of each need, (2) to assess their expected correlations (a) with each of the other needs and (b) with four social and personality measures (i.e., family support, traditional values, anxiety/worry, and life satisfaction), and (3) to test the ability of the satisfaction level of each need to statistically predict the satisfaction level of the next higher-level need. Psychometric tests of the scales conducted on questionnaire results from 386 adult respondents from the general population lent strong support for the validity and reliability of all 5 needs measures. Significant positive correlations among the scales were also found; that is, the more each lower-level need was satisfied, the more the next higher-level need was satisfied. Additionally, as predicted, family support, traditional values, and life satisfaction had significant positive correlations with the satisfaction of all 5 needs, and the anxiety/worry facet of neuroticism had significant negative correlations with the satisfaction of all the needs. Multiple regression analyses revealed that the satisfaction of each higher-level need was statistically predicted by the satisfaction of the need immediately below it in the hierarchy, as expected from Maslow's theory.

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The objective of this study was to identify valid performance appraisal (PA) criteria that are generally acceptable to employees and to determine whether organizational socialization is related to the acceptance of PA. Potential criteria were developed from both western and Chinese PA research and existing PA forms, and acceptance data were collected via questionnaires from 348 full‐time working employees in China. Mean scores on the PA items indicated very high acceptance, with factor analysis of the data yielding three factors, namely, Work dedication, Work efficiency, and Team work. The factors were then examined in relation to the four organizational socialization dimensions of Training, Understanding, Co‐worker support, and Future prospects, which were all significantly and positively correlated with acceptance of the three PA factors. Subsequent regression analyses revealed the socialization dimensions to be significant predictors of acceptance of the PA factors. The results confirmed that it is possible to identify PA criteria that are generally acceptable to employees from a variety of industries, and that organizational socialization can influence the acceptance of PA criteria.

Purpose – The purpose of this study is to investigate the effect of perceived corporate social responsibility (CSR) on employees’ affective commitment through the mediating role of perceived corporate culture. Design/methodology/approach – Data were collected by means of self-administered survey. A total of 379 complete responses were obtained from tourism and hospitality organizations in China. The proposed relationships were tested using structural equation modeling in four nested models. Findings – Results show that CSR to employees and CSR to customers are fully mediated by employee development, harmony and customer orientation of the corporate culture, while CSR to stakeholders is partially mediated. Practical implications – The findings also suggest that the literature should reconsider how CSR initiatives could pinpoint a specific dimension in developing loyal employees. This study also shows that employees are social actors who seek a corporate culture that best suits their self-interest; hence, they are more committed to an organization particularly in respect to employee development and social harmony. Originality/value – This study adds to the literature by showing that not all CSR efforts would directly lead to employee commitment. It shows that the CSR-to-employee and CSR-to-customer dimensions play the most salient roles in nurturing a corporate culture that is perceived to focus on employee development, harmony, customers and innovation.