This exploratory study examines the relationship between communication relationship satisfaction (CRS) and organizational commitment. CRS was measured by organizational communication relationship (OCR) instrument developed by the International Communication Association (ICA). Organizational commitment was measured by Porter, Steers, Mowday and Boulian's (1974) scale. Data were obtained from 122 white-collar employees in an engineering company through a paper-and-pencil questionnaire. A factor analysis of the ICA-OCR instrument indicated 4 factors but only 2 (top management and supervisor relationships) were considered appropriate for the study. Our results indicate that top management relationships relate more closely to organizational commitment than either the global CRS or supervisor relationship. The implication of our findings for managers and directions for future research are indicated.

This paper seeks to investigate the association between work values and organizational commitment in the Asian context. Two major dimensions of work values, that is, intrinsic and extrinsic, were derived from a factor analysis of Wollack et al.'s scale. Organizational commitment was defined in terms of an individual's degree of identification and involvement in the work organization. This variable was measured using Porter et al.'s scale. The analysis suggested that intrinsic work values relate more closely to organizational commitment than either the global measure of work values or extrinsic work values.

This study attempts to assess work-related values in Singapore and how these work values may differ from those of another nationality. The aim of this study is to replicate Hofstede's model in the Singapore managerial context. A comparison is made between Singaporean Chinese managers and Japanese managers in Singapore. Hofstede's four value dimensions of Individualism, Power Distance, Uncertainty Avoidance and Masculinity are used. The mean Power Distance and Masculinity scores of Singaporean Chinese managers and Japanese managers are found to be different from the samples in Hofstede's study. These differences in work values indicate that interpretations of Hofstede's cultural constructs cannot be made without modifying or redefining the constructs in terms that are relevant to the cultural context. This finding is supported by the differences in factors that make up the Individualism and Masculinity value dimensions of Singaporean Chinese and Japanese managers. The differences in work values between are explained by cultural and national factors. The impact of these work values on work behavior is discussed with respect to implications on motivation, leadership, employment stability, and orientation toward work goals.

No abstract

One of the greatest contributions of British Colonialism in the Asian Countries is the establishment of Civil Service Administration. While political, economic and cultural systems and values have changed over the years, the Civil Service Administration has been preserved intact in most of these countries. The continuity of most of these nations since the British Raj can be attributed very well to their Civil Service systems.