Acquisition of Managerial Values in The People'S Republic of China and Hong Kong

Birnbaum-More, Philip H.; Wong, Gilbert Y.; Olve, Nils-Göran

doi:10.1177/0022022195263003

Cited by 45 publications

(25 citation statements)

References 15 publications

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“…Although fairness expectation may be considered a universal value, there are several studies (i.e., Birnbaum-More & Wong, 1995;Itoi, Ohbuchi, & Fukuno, 1996;Leung, 1987;Leung, Bond, Carment, Krishnan, & Liebrand, 1990, Leung & Lind,1986Steiner & Gilliland, 1996;Tata, 2005) which show that people may perceive the fairness level of practices differently and that they may react to unfairness differently in different countries, due to the influence of their cultures. Muslim students are one of the groups who have complained of being targeted for Islamophobia, discrimination, and unfairness.…”

Section: Introductionmentioning

confidence: 99%

Fairness Perceptions and Experiences of Muslim University Students in Canada

Erkan¹,

Walker²

2016

IES

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The purpose of this article is to examine the perceptions and experiences of fairness amongst Muslim post-secondary students based on our gathering of data using a web-based survey. The participants, 189 Muslim students, were reached via student organizations, national and local Muslim organizations, and Muslim student groups organized on Facebook. Following these initial contact points, snowball sampling was used to invite prospective participants to respond to the quantitative items in the survey instrument (which also included qualitative inquiries). These quantitative responses were analyzed using descriptive statistical analysis techniques. For Muslim students, their university was perceived as the most fair amongst their experience of settings, followed by Canada in general, and the country that these Muslim students culturally most identified with. The World, at large, was perceived as the most unfair setting for responding Muslims. Except for the country that Muslim students culturally identified with, all settings were perceived to be fairer for non-Muslims than for Muslims. The majority of Muslim students reported that they had encountered, observed, or experienced unfairness at least once in their university settings during the previous academic year and that they had been impacted by that experience of unfairness.

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Section: Introductionmentioning

confidence: 99%

Fairness Perceptions and Experiences of Muslim University Students in Canada

Erkan¹,

Walker²

2016

IES

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“…In summary, research has demonstrated regional differences in the Chinese culture (e.g., Birnbaum-More, Wong, & Olve, 1995). Assuming that national culture influences individual and organizational behaviors in a society, we predict that the regional differences in Chinese culture should also influence LMX in Chinese societies.…”

Section: Literature Reviewmentioning

confidence: 80%

Regional differences in a national culture and their effects on leadership effectiveness: A tale of two neighboring Chinese cities

Yue-jin

Cai

et al. 2013

Journal of World Business

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“…Previous studies have shown that five cultural dimensions (Hofstede, 2001) significantly affect management values. Cultural dimensions of individualism, uncertainty avoidance, masculinity, power distance and long-term orientation were shown to have a significant relationship with managerial values and decisionmaking (Birnbaum-More, Wong and Olve, 1995;Hofstede, 2001;Robertson, 2000 andWestwood andPosner, 1997).…”

Section: Independent Variable Dependent Variablementioning

confidence: 99%

Effect of Management Style on Job Evaluation In Public Corporations: A Case Study of Jomo Kenyatta Foundation

Muga¹

2014

IJARBSS

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Organizations, especially business organizations conduct job evaluation and analysis to establish and qualify differences in employee contribution across jobs. These differences provide a foundation for employee compensation decisions. In each case, evaluation is done to the job, not the employee who performs the job, and is influenced by what the business believes it has to pay to attract, retain and motivate people and this in turn will be influenced by market rates and increases in the cost of living. The purpose of the research was to examine the effect of management style on job evaluation in public corporations with reference to Jomo Kenyatta Foundation. The study adopted descriptive research design taking on a case study where data was collected from a population of Jomo Kenyatta Foundation management staff and other employees who were sampled through stratified random sampling technique. Primary data was collected using a self-administered questionnaire, while secondary data review was obtained from existing literature such as; journals and periodicals, books and internet sources in regard to human resource management. Quantitative data was analyzed using descriptive statistics where findings were presented in tables and pie charts with interpretation done using frequencies, percentages mean scores and standard deviation. The study found out that participative or democratic, transformational management styles are popularly being used in JKF and that management styles influence job evaluation at Jomo Kenyatta Foundation to a very great extent. The study recommends that JKF management should find a method of determining equitable wage rate differentials guided by proper job evaluation.

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Acquisition of Managerial Values in The People'S Republic of China and Hong Kong

Cited by 45 publications

References 15 publications

Fairness Perceptions and Experiences of Muslim University Students in Canada

Fairness Perceptions and Experiences of Muslim University Students in Canada

Regional differences in a national culture and their effects on leadership effectiveness: A tale of two neighboring Chinese cities

Effect of Management Style on Job Evaluation In Public Corporations: A Case Study of Jomo Kenyatta Foundation

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