Organizational Commitment and Rewards in Thailand, with Comparison between University Graduates and Others

Kokubun, Keisuke

doi:10.5539/ass.v13n6p1

Cited by 6 publications

(12 citation statements)

References 47 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Recent research by Kokubun (2017a;2017b) confirmed such correlations in setting of Thailand and Malaysia using the same questions, too. Accordingly, the researcher expects the similar association between the variables of reward and OC described below because these countries and China share similarities in geographical and cultural spheres (e.g., collectivism, high-power distance, etc.…”

Section: Methodsmentioning

confidence: 71%

“…intrinsic rewards, extrinsic rewards and social rewards. In previous research, intrinsic rewards comprised autonomy, training provision and role clarity; extrinsic rewards included benefit satisfaction and fatigue; social rewards contained supervisor support and co-worker support (e.g., Kokubun, 2017a). Porter and Lawler (1968) defined intrinsic rewards as the satisfaction that a person derives from doing the job and extrinsic rewards as tangible benefits obtained as a result of doing the job, such as pay and promotions.…”

Section: Organizational Rewards In Chinamentioning

confidence: 99%

See 1 more Smart Citation

Organizational Commitment-Rewards Relationship and its Change in Japanese Companies in China

Kokubun¹

2017

IBR

Self Cite

View full text Add to dashboard Cite

This study investigates a transition of the relationship between rewards and the organizational commitment of total 1,005 university graduates who work for 4 Japanese companies in China. Hierarchical regression analysis revealed that supervisor support had stronger influence on organizational commitment in 2013 than it did in 2007, showing that the employees became to require more support from supervisors than before due to a growing anxiety under economic slowdown since the global financial crises of 2008. This result indicates that employees may become more collectivistic during a period of economic growth stagnation. Discussions and implications concerning human resource management of Japanese companies in China are offered.

show abstract

Section: Methodsmentioning

confidence: 71%

Section: Organizational Rewards In Chinamentioning

confidence: 99%

Organizational Commitment-Rewards Relationship and its Change in Japanese Companies in China

Kokubun¹

2017

IBR

Self Cite

View full text Add to dashboard Cite

show abstract

“…Among them, Hypothesis 9, 10, 11 and 13 are common with those of previous survey in Thai setting (Kokubun, 2017a). However, Hypothesis 8 and 12 are different: In previous research (Kokubun, 2017a), benefit satisfaction had stronger effect towards OC in University graduates than in 'others'; autonomy had equal effect towards OC between university graduates and 'others'.…”

Section: The Level Of Education and Comparative Importance Of Rewardsmentioning

confidence: 65%

“…Recent research by Kokubun (2017a;2017c) confirmed such correlations in setting of Thailand, Malaysia and China using the same questions, too. Accordingly, the researcher expects the similar association between the variables of reward and OC described below because these countries and Vietnam share similarities in geographical and cultural spheres (e.g., collectivism, high-power distance, etc.…”

Section: Methodsmentioning

confidence: 70%

“…However, Hypothesis 8 and 12 are different: In previous research (Kokubun, 2017a), benefit satisfaction had stronger effect towards OC in University graduates than in 'others'; autonomy had equal effect towards OC between university graduates and 'others'. The former difference in this paper is derived due to lower Vietnamese economic level: Its per capita GDP is still less than half of that of Thailand 5,815 USD (World Bank, 2017b).…”

Section: The Level Of Education and Comparative Importance Of Rewardsmentioning

confidence: 86%

See 1 more Smart Citation

Organizational Commitment and Rewards in Vietnam, with Comparison between University Graduates and Others

Kokubun¹

2017

ASS

Self Cite

View full text Add to dashboard Cite

This study investigates the relationship between extrinsic, intrinsic and social rewards, and the organizational commitment (OC) of 5,522 employees who work for 8 Japanese companies in Vietnam. Hierarchical regression analysis revealed that variables included to measure extrinsic, social and intrinsic rewards were strongly related to OC. Especially, intrinsic rewards had the strongest association with OC. These findings suggest that the antecedents of OC in Vietnam are different from those in the West and China. The comparison between university graduates and others showed that fatigue and autonomy had stronger influence on OC in university graduates than in others. Discussions and implications concerning human resource management in Vietnam are offered.

show abstract

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

Kokubun

2018

Self Cite

View full text Add to dashboard Cite

Purpose The purpose of this paper is to investigate the relationship between organizational commitment (OC) and extrinsic, intrinsic, and social rewards, among employees who work for Japanese manufacturing companies in China. Design/methodology/approach Hierarchical regression analysis was utilized to examine survey data obtained from 27,854 employees, who work for 64 Japanese manufacturing companies in China. Findings The findings demonstrate that the variables measuring extrinsic, social, and intrinsic rewards were strongly related to OC, suggesting that the antecedents of OC in Japanese companies are different from those in other kinds of corporations in China and the West. A further comparison between university graduates and other employees showed that for graduates, extrinsic and intrinsic rewards had a stronger influence on OC than social rewards, compared to non-graduates. Research limitations/implications This study used self-report data from individual respondents, which may have resulted in common method bias. Future research might consider including supervisor-rated scales to strengthen the study design and reduce common method bias. Practical implications As Japanese companies in China have both Western and Chinese characteristics, they often utilize balanced human resources management (HRM) practices. To enhance their employees’ OC, especially those with less formal education, it is most effective to focus not only on some particular rewards but also on more varieties of rewards. However, balanced HRM may not be equally effective for enhancing the OC of university graduates, who prefer to obtain more extrinsic and intrinsic rewards and fewer social rewards. As Japanese companies are sometimes said to be less attractive workplaces, especially for university graduates, the results of this study could help HR professionals revise their HRM strategies and employ workers who can contribute to their Chinese branches on a long-term basis. Originality/value This research investigates how employees of Japanese companies in China could have higher OC, by focusing on the difference between university graduates and non-graduates and utilizing a large volume of their opinion data.

show abstract

Organizational Commitment and Rewards in Thailand, with Comparison between University Graduates and Others

Cited by 6 publications

References 47 publications

Organizational Commitment-Rewards Relationship and its Change in Japanese Companies in China

Organizational Commitment-Rewards Relationship and its Change in Japanese Companies in China

Organizational Commitment and Rewards in Vietnam, with Comparison between University Graduates and Others

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

Contact Info

Product

Resources

About