The impact of culture on Chinese employees' work values

Abstract

PurposeThe purpose of this article is to investigate the detailed relationships between Chinese cultural values (Confucian dynamism, individualism, masculinity, and power distance) and work values (self‐enhancement, contribution to society, rewards and stability, openness to change, and power and status) in an integrated model. Further attempts are also made to explain the above relationship in terms of different cultural exposure experiences.Design/methodology/approachThe sample was collected from China (selected from after‐work classes for Chinese businessmen in China) and Australia (overseas Chinese living or working in Sydney) by questionnaires. Altogether, 185 respondents took part in the study. SEM was used to test the relationship between Chinese cultural values and work values, and difference analysis was employed to test the impact of respondents' Western cultural exposure experiences.FindingsInteresting results are found concerning Chinese employees' cross‐cultural work values. The study not only confirms the impact of cultural values on work values, but also brings some new thoughts on Hoftstede's belief that instead of high masculinity and individualism, Confucian dynamism is the main cultural value to foster self‐enhancement and most work value of Chinese employees.Research limitations/implicationsBecause China is a complex country, the limited Chinese sample should not be taken as representative. The current study did not differentiate respondents' demographic differences. Hence some demographic variables may have produced some of the intergroup differences reported in this study.Practical implicationsThe findings provide useful input for managers who are seeking to develop effective working relationships with Chinese counterparts.Originality/valueThis paper enriches existing Chinese values studies and serves as a starting point for future research concerning the detailed relationship between Chinese cultural values and work values.

Investigating the Relationship Between Protestant Work Ethic and Confucian Dynamism: An Empirical Test in Mainland China

“…Nevertheless, an inherent limitation involved with this present study, was that the Confucian Dynamism measure used in this study might not be completely valid. Although other researchers have also used this scale, its reliabilities have not been reported (Ralston et al 1992;Robertson and Hoffman 2000;Robertson 2000;Jaw et al 2007). In this study, the reliabilities (Cronbach's alpha) were not especially high.…”

“…In addition, Lu et al (1999) found individuals high in Confucian Dynamism are also more likely to place greater importance on other stakeholders than themselves. Moreover, Jaw et al (2007) noted that respondents with high Confucian Dynamism tend to emphasize self-enhancement, contribution to society, stability and rewards, and openness to change simultaneously. It was also found that such individuals are more likely to confine themselves within social norms (Lu et al 1999;Ornatowski 1996).…”

Value proposition framework: implications for employer branding

“…Valentine (2000) states the relevance of person-job fit, person-organisation fit, and cultural differences in determining recruitment success. Studies have revealed that culture is a differentiating factor between work values (Hofstede 1980;Pelled and Xin 1997;Schneider and Barsoux 1997;Trompenaars and Hampden-Turner 1998;Holden 2002;Jaw et al 2007). Indians, being members of relationship-oriented vertical culture may project different work values than western culture.…”

Impact of Culture and Knowledge Acquisition to Organizational Success: Study on Chinese and Malay Small Firms

“…These cultural values have significantly influenced the Chinese way of life and personality (Wah, 2002). Confucianism also has found to foster self-enhancement and work values of Chinese employees (Jaw, Ling, Wang and Chang, 2007).…”