Education, organizational commitment, and rewards within Japanese manufacturing companies in China

2019

IJOA

Self Cite

Purpose The theory of organizational commitment (OC) was originally developed in the context of Western societies. Therefore, its application to a non-Western country may be easier and more successful if that country’s society has been historically influenced by Western cultures. Based on this understanding, this paper aims to investigate the relationship between OC and rewards among employees in one of East Asia’s developing countries most significantly influenced by Western cultures. Design/methodology/approach Hierarchical regression analysis was conducted using survey data obtained from 2,363 employees working for 11 Japanese manufacturing companies in the Philippines. Findings The paper revealed that the variables measuring intrinsic rewards were strongly related to OC than extrinsic and social rewards, suggesting that the antecedents of OC in the Philippines resemble more closely those found in the west than in the east. This tendency was found to be stronger for university graduates, whose OC is influenced more significantly by intrinsic rewards and less by social rewards, compared to that of non-graduates. Research limitations/implications The major limitation concerns reliability. This study used self-report data from individual respondents; this may result in common method bias relationships between variables being inflated. Practical implications The results of this study could support the revision of human resource management practices, enabling workers to contribute to their companies on a long-term basis in countries where Western cultures have influenced employees’ mindsets and attitudes. Originality/value Intrinsic rewards impact OC more than other rewards in the Philippines due to its history of Westernization and recent industrialization. This research is the first, to the best of the author’s knowledge, to verify this assumption, and should assist managers of companies in the Philippines, and perhaps, in other developing countries influenced by Western cultures, in formulating strategies to foster high levels of OC among their employees.

Section: Implications For Theory and Practicementioning

confidence: 58%

Section: Organizational Rewards In the Philippinesmentioning

confidence: 99%

Organizational commitment, rewards and education in the Philippines

2019

IJOA

Self Cite

“…Fifth, this study is for Japanese people, and it is necessary to verify whether it applies to other countries. For example, previous studies have shown that organizational commitment, a psychological measure close to work engagement, has a significant correlation with fatigue, a psychological measure close to burnout, in China, but not in the Philippines 102,103 . Therefore, future studies are needed to explore the relationship between FA-BHQ and actual behaviors using larger sample sizes by chronological ways using more diverse questionnaires for more various nationalities to discern the mechanisms.…”

Section: Discussionmentioning

confidence: 99%

Brain condition may mediate the association between training and work engagement

Ogata

Koike

et al. 2020

Sci Rep

Self Cite

over the past two decades, the number of studies on work engagement has increased rapidly. Work engagement refers to a positive, affective-motivational state of high energy combined with high levels of dedication and a strong focus on work, leading to various work-related outcomes, including higher work performance. Several studies have indicated that training or coaching may increase work engagement, but other studies have shown contradicting results. these inconsistencies may be due to the indirectness between training/coaching and work engagement. therefore, we investigated the relationship between training and brain structure as well as between brain structure and work engagement in cognitively normal participants. Brain structure was assessed using neuroimagingderived measures, including the gray-matter brain healthcare quotient (GM-BHQ) and the fractionalanisotropy brain healthcare quotient (FA-BHQ), which are approved as the international standard (H.861.1) by ITU-T. Work engagement was assessed using the Utrecht Work Engagement Scale. To validate and enrich the analysis, we employed another two representative questionnaires, which are known to be close to but different from work engagement: The Social interaction Anxiety Scale and the Maslach Burnout Inventory-General Survey to gauge the levels of human relation ineffectiveness and burnout. The latter scale is subdivided into three variables including "Exhaustion," "Cynicism," and "Professional Efficacy." The results of the present study indicate that training is associated with an increase of FA-BHQ scores, and that an increase of the FA-BHQ scores is associated with an increase in Work engagement and a decrease in cynicism. on the other hand, the training with coaching was associated with a decrease in Interaction Anxiety. However, no correlation was observed for training with Work Engagement or the subscales of Burnout. Likewise, no correlation was observed for FA-BHQ with Exhaustion, Professional Efficacy, and Interaction Anxiety. The results of the current research provide the possibility to use brain information to evaluate training effectiveness from the viewpoint of neuroscience.Over the past two decades, the number of studies on work engagement has increased rapidly. Work engagement refers to a positive, affective-motivational state of high energy combined with high levels of dedication and a strong focus on work 1 . Contemporary public and private organizations should have engaged employees because previous research suggests that high work engagement leads to work performance 2-6 , innovative behavior 7 , job satisfaction, lower turnover intention 8-12 , high levels of creativity, task performance, organizational citizenship behavior, client satisfaction 13 , greater profitability, shareholder returns, productivity, and customer satisfaction [14][15][16] .The research into employee engagement has been informative and useful, but up until now has tended to focus solely on what organizations can do to engage their employees (e.g. training supervis...

“…The survey questions were adapted from Kokubun (2006) that have been recently used in research in other East Asian countries including Malaysia (Kokubun, 2017(Kokubun, , 2018(Kokubun, , 2019. The questions are constructed based on the above-mentioned social exchange theory and therefore include various items related to OC and rewards supposed to be exchanged in the workplace.…”

Section: Methodsmentioning

confidence: 99%

The difference and similarity of the organizational commitment–rewards relationship among ethnic groups within Japanese manufacturing companies in Malaysia

Yasui²

2020

IJSSP

Self Cite

PurposeGrowing number of research to identify antecedents of organizational commitment (OC) has been done not only in the West but also in the East including Malaysia because OC is found to be associated with various work-related outcomes. However, to date, the influence of ethnic identity on the OC–rewards relationship was not explored although the leader has to recognize the different cultural underpinnings of each community in a plural society like Malaysia. Therefore, this study investigates the differences in the relationship between rewards and OC between three ethnic groups, Malays, Chinese and Indians, in Malaysia.Design/methodology/approachHierarchical regression analysis was used to analyze survey data gathered from 12,076 employees who work for 32 Japanese manufacturing companies located in Malaysia.FindingsThe results of the analysis show that satisfaction with the personal evaluation was more associated with OC and role clarity was less associated with OC in Chinese than in other ethnic groups. However, differences were not found in the relationships of other rewards with OC at the 1% significance level. These results indicate that the ethnic difference in the OC–rewards relationship is rather small.Research limitations/implicationsThe major limitation concerns generalizability. The validity of the current research should be tested by the data of various foreign affiliates located in Malaysia and other multiethnic societies.Practical implicationsThe results of this study could support the revision of human resource management practices, enabling workers to contribute to their companies on a long-term basis in multi-ethnic countries.Originality/valueAlthough previous research has elucidated OC–rewards relation in particular countries, it has not met the potential requirements of the managers who face the difference in OC–rewards relation among the employees of different ethnic groups. In this sense, this research was the first attempt to tackle this theme contributing to the literature.