Organizational Commitment: A Comparison of American, Japanese, and Korean Employees

An organizational learning approach to expatriate cross-cultural adjustment, organizational commitment, and job satisfaction

“…These findings are consistent with previous research uthans, McCaul, & Dodd, 1985;Mowday et al, 1982) and are explained by the fact that the longer people have been with a firm, the greater are their investments in it. To capitalize on these investments, they become committed to the organization.…”

Impact of Effective Training Program, Job Satisfaction and Reward Management System on the Employee Motivation with mediating role of Employee Commitment

“…Dissatisfied employees are more likely to leave their jobs or be absent than satisfied employees (Rusbult et al, 1988). Highly devoted employees intend to stay within the organization and to work hard toward its goals (Luthans, McCaul, Dodd, 1985). These past studies show that there is positive relationship between job satisfaction and employee commitment.…”

The impact of organisational culture and person-organisation fit on job satisfaction and organisational commitment in China and the USA

“…Hence, countries with similar national values would be expected to have more similarities in organisational culture than those that are more culturally distant; however, the current literature has inconclusive data regarding the relationships among national values, organisational culture, job satisfaction and commitment; and little research has been conducted in China, though numerous studies have compared levels of job satisfaction and commitment in the USA to other Asian countries with Confucian value systems. For example, Lincoln and Kalleberg (1985) found that job satisfaction was higher in the USA than in Japan and Luthans et al (1985) found that US employees had higher levels of organisational commitment than employees in Japan or South Korea. Conversely, Hui et al (1995) identified a positive relationship between collectivism and job satisfaction and Palich et al (1995) found that organisational commitment was negatively related to Hofstede's (1980) values of individualism and uncertainty avoidance and positively correlated with masculinity.…”

“…Several studies have identified differences in levels of job satisfaction and commitment across cultures (Clugston et al, 2000;Kanungo and Wright, 1983;Lincoln and Kalleberg, 1985;Luthans et al, 1985;Near, 1989;Palich et al, 1995;Sommer et al, 1996;Verkuyten et al, 1993) and numerous researchers have attempted to attribute these differences to differences in national values (Dorfman and Howell, 1988;Kirkman and Shapiro, 2001). However, Randall (1993) in a review of 27 global organisational commitment studies concluded that the research results did not support this theoretical perspective and Palich et al (1995) found that only 2.7% of the variance in organisational commitment in their study could be explained by national values.…”