Supervisor–Subordinate Guanxi and Employee Work Outcomes: The Mediating Role of Job Satisfaction

Abstract

supervisor–subordinate guanxi, job satisfaction, participatory management, turnover intentions, organizational commitment, China,

The Effect of a Nation-Specific Stressor on Well-Being: Guanxi in Chinese Workplace

“…As a consequence, employees who have good guanxi with their supervisors tend to receive more bonuses and are more likely to be promoted (Law et al 2000). Empirical research also attests that close guanxi bonds between coworkers facilitate job related support and recognition for each other (Cheung et al 2009), and to social relations outside work (Law et al 2000). Guanxi emphasizes emotional attachment and obligations, thus, the more supervisors and employees develop a high-quality work relationship and interact with each other, the more likely it is that employees exhibit organizational citizenship behavior (Wong et al 2003), organizational commitment (Cheung et al 2009) and work engagement.…”

“…Empirical research also attests that close guanxi bonds between coworkers facilitate job related support and recognition for each other (Cheung et al 2009), and to social relations outside work (Law et al 2000). Guanxi emphasizes emotional attachment and obligations, thus, the more supervisors and employees develop a high-quality work relationship and interact with each other, the more likely it is that employees exhibit organizational citizenship behavior (Wong et al 2003), organizational commitment (Cheung et al 2009) and work engagement. However, guanxi reciprocity requires that the individual continuously invests and puts effort into relationships with others, which might exhaust their energy (Warren et al 2004).…”

Guanxi and high performance work systems in China: evidence from a state-owned enterprise

“…Huang (2008, 481) argues that 'state managers can engage in rent-seeking activities which advantage them personally, thereby creating room for guanxi influences in employment processes' . Cultural values are therefore pervasive in SOEs and guanxi may still be strong (Bedford, 2011;Cheung et al, 2009). Since the 1990s, SOEs have undergone transformation to enhance their competitiveness in the market economy.…”

“…Current Chinese research has paid limited attention to between guanxi/ job satisfaction relations. However, according to Cheung et al (2009), employees who maintain good guanxi with supervisors find it easier to meet job requirements. Further, while not limited to SOEs, Zhai, Lindorff, and Cooper (2013) have demonstrated that guanxi has a positive relationship with job satisfaction.…”

“…Guanxi describes relationships that emphasise expected reciprocal social practices within a person's network of social connections (Hwang, 1987) and includes many traditional Chinese values, such as collectivism, family, interpersonal relationships, respect for age and authority, harmony and avoidance of conflicts (Wong, Wong, & Wong, 2010). As a kind of cultural logic (Cheung, Wu, Chan, & Wong, 2009), Guanxi pervades throughout Chinese society and is prominent in workplace relationships (Warner, 2011). Despite individual level fluctuations (Lin, 2011), it has been demonstrated to be highly influential.…”