Organizational commitment in Chinese small- and medium-sized enterprises: the role of extrinsic, intrinsic and social rewards

2017

IBR

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.

Section: Organizational Rewards In Chinamentioning

confidence: 99%

Section: Organizational Rewards In Chinamentioning

confidence: 99%

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

2017

IBR

“…but also on human matters such as collectivism, power distance, mutual respect, face-saving, and politeness which dominate all levels of the relationship among organizational members (Nguyen, 2002), and there are more stocks of research than in most other Asian countries. Previous works in the West and China are summarized as: (i) intrinsic rewards have a greater impact on OC of employees in the West than extrinsic or social rewards (Eby, Freeman, Rush, & Lance, 1999;Malhotra, Budhwar, & Prowse, 2007;O'Reilly & Caldwell, 1980); and (ii) extrinsic and social rewards have a greater impact on OC of Chinese employees than intrinsic rewards (Miao, Newman, Sun, & Xu, 2013;Newman & Sheikh, 2012).…”

Section: Organizational Rewards In Vietnammentioning

confidence: 99%

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

2017

ASS

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.

“…but also on human matters such as mutual respect, face-saving, and politeness which dominate all levels of the relationship among organizational members (Nguyen, 2002), and there are more stocks of research than in most other Asian countries. Previous work in the West and China are summarized as: (i) intrinsic rewards have a greater impact on OC of employees in the West than extrinsic or social rewards (Eby, Freeman, Rush, & Lance, 1999;Malhotra, Budhwar, & Prowse, 2007;O'Reilly & Caldwell, 1980); and (ii) extrinsic and social rewards have a greater impact on OC of Chinese employees than intrinsic rewards (Miao, Newman, Sun, & Xu, 2013;Newman & Sheikh, 2012).…”

Section: Organizational Rewards In Vietnammentioning

confidence: 99%

Regional Difference in the Organizational Commitment-Rewards Relationship in Vietnam

2017

JMS

This study investigates the relationship between rewards and the organizational commitment (OC) of 5,522 employees who work for 5 Japanese companies in Vietnam focusing on the difference between Red River Delta (Hanoi and surrounding provinces) and South East (Ho Chi Minh City and surrounding provinces). Hierarchical regression analysis revealed that co-worker support had stronger influence on OC in Red River Delta than in South East. On the other hand, benefit satisfaction had stronger influence on OC in South East than in Red River Delta. Other rewards (i.e., fatigue, supervisor support and autonomy) were equally related with OC for both areas. These results mean that OC-rewards relationship differs between regions and indicate signs of increasing individualism among Vietnamese employees in more economically developed parts of the country. Discussions and implications concerning human resource management in Vietnam are offered.