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Article
Publication date: 7 September 2022

Keisuke Kokubun and Misako Yasui

As China attracts more and more foreign enterprises today, it is getting more important to consider how to enhance the organizational commitment (OC) of host country employees…

188

Abstract

Purpose

As China attracts more and more foreign enterprises today, it is getting more important to consider how to enhance the organizational commitment (OC) of host country employees. This paper aims to examine the differences in the relationship between OC and rewards among Chinese managers and Japanese expatriates who work for Japanese manufacturing companies in China.

Design/methodology/approach

Hierarchical regression analysis was used to analyze survey data gathered from 539 Chinese managers and 354 Japanese expatriates working for a total of 19 Japanese manufacturing companies in China.

Findings

The findings reveal that, for Chinese managers, role clarity had a stronger influence and autonomy had a weaker influence on OC than for Japanese expatriates. A possible reason is the ethnocentric culture of Japanese companies that leads to Japanese expatriates not sufficiently empowering local human resources. Moreover, there was no difference between senior- and junior-level Chinese managers in the association of any kind of reward with OC.

Research limitations/implications

The most significant limitation concerns its generalizability. The authors recommend that future research use other nations' expatriates as reference groups to objectively clarify the characteristics of Chinese workers, thus testing the validity of this research.

Practical implications

The results of this research may be used to reshape future human-resource-management practices in several types of the company located in China to facilitate attracting and employing the employees most able to make long-term contributions to the company.

Originality/value

Although previous research has elucidated OC–rewards relation in particular countries, it has not met the potential requirements of the expatriates who face the difference in OC–rewards relation with host country national managers. In this sense, to the best of the authors’ knowledge, this research was the first attempt to tackle this theme by contributing to the literature.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. 11 no. 3
Type: Research Article
ISSN: 2049-3983

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Article
Publication date: 10 June 2020

Keisuke Kokubun and Misako Yasui

Growing number of research to identify antecedents of organizational commitment (OC) has been done not only in the West but also in the East including Malaysia because OC is found…

332

Abstract

Purpose

Growing number of research to identify antecedents of organizational commitment (OC) has been done not only in the West but also in the East including Malaysia because OC is found to be associated with various work-related outcomes. However, to date, the influence of ethnic identity on the OC–rewards relationship was not explored although the leader has to recognize the different cultural underpinnings of each community in a plural society like Malaysia. Therefore, this study investigates the differences in the relationship between rewards and OC between three ethnic groups, Malays, Chinese and Indians, in Malaysia.

Design/methodology/approach

Hierarchical regression analysis was used to analyze survey data gathered from 12,076 employees who work for 32 Japanese manufacturing companies located in Malaysia.

Findings

The results of the analysis show that satisfaction with the personal evaluation was more associated with OC and role clarity was less associated with OC in Chinese than in other ethnic groups. However, differences were not found in the relationships of other rewards with OC at the 1% significance level. These results indicate that the ethnic difference in the OC–rewards relationship is rather small.

Research limitations/implications

The major limitation concerns generalizability. The validity of the current research should be tested by the data of various foreign affiliates located in Malaysia and other multiethnic societies.

Practical implications

The results of this study could support the revision of human resource management practices, enabling workers to contribute to their companies on a long-term basis in multi-ethnic countries.

Originality/value

Although previous research has elucidated OC–rewards relation in particular countries, it has not met the potential requirements of the managers who face the difference in OC–rewards relation among the employees of different ethnic groups. In this sense, this research was the first attempt to tackle this theme contributing to the literature.

Details

International Journal of Sociology and Social Policy, vol. 40 no. 11/12
Type: Research Article
ISSN: 0144-333X

Keywords

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Article
Publication date: 9 November 2020

Keisuke Kokubun and Misako Yasui

The purpose of this paper is to investigate gender differences in organizational commitment (OC) and the relationship between OC and rewards among employees who work for Japanese…

782

Abstract

Purpose

The purpose of this paper is to investigate gender differences in organizational commitment (OC) and the relationship between OC and rewards among employees who work for Japanese manufacturing companies within China.

Design/methodology/approach

This study utilized hierarchical regression analysis to examine survey data obtained from 27,854 employees who worked for 64 Japanese manufacturing companies within China.

Findings

The results reveal that autonomy and role clarity had a stronger influence, and co-worker support had a weaker influence, on OC for male employees than for female employees. These differences may be because more male employees than female employees prefer working with higher autonomy and well-defined roles than with co-worker support. After all, male employees, who place a great emphasis on independence, competition, decision-making and challenges, rely on intrinsic rewards more than social rewards.

Research limitations/implications

This study used data collected from Japanese manufacturing companies to understand the differences between OC and rewards in local male and female Chinese employees. We recommend that future research uses other national affiliates to clarify the characteristics of male and female Chinese workers more objectively and to test the validity of this research.

Practical implications

The results of this study support revising human resource management practices within multinational enterprises to enable female and male host-country workers to contribute to their companies on a long-term basis by taking into account the differences between the cultures of the home and host countries.

Originality/value

Although previous research has elucidated the OC–rewards relationship in particular countries, it has not met the requirements of foreign managers from different corporate cultures who face differences in the OC–rewards relationship between their male and female employees. In this sense, this research is the first attempt to tackle this theme and contribute to the literature.

Details

Cross Cultural & Strategic Management, vol. 28 no. 3
Type: Research Article
ISSN: 2059-5794

Keywords

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