Differences in the organizational-commitment–rewards relationship between Chinese managers and Japanese expatriates in manufacturing companies in China

IF 1.6 Q2 Business, Management and Accounting Evidence-based HRM-A Global Forum for Empirical Scholarship Pub Date : 2022-09-07 DOI:10.1108/ebhrm-09-2021-0196
K. Kokubun, Misako Yasui
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Abstract

PurposeAs 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/approachHierarchical 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.FindingsThe 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/implicationsThe 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 implicationsThe 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/valueAlthough 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.
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中国制造企业的中国经理和日本侨民在组织承诺-回报关系上的差异
在中国吸引了越来越多的外国企业的今天,如何提高东道国员工的组织承诺(OC)变得越来越重要。本文旨在考察在华日资制造企业工作的中国籍管理者与日籍外派人员在OC与薪酬关系上的差异。设计/方法/方法采用层次回归分析对在华19家日本制造企业的539名中国管理人员和354名日本外派人员进行的调查数据进行分析。研究结果显示,与日本外派人员相比,中国管理人员的角色清晰性对组织结构的影响更强,而自主性对组织结构的影响更弱。一个可能的原因是,日本企业的民族中心主义文化导致日本侨民没有充分赋予当地人力资源权力。此外,在任何类型的奖励与工作效率的关联方面,中国高级和初级管理人员之间没有差异。研究的局限性/意义最重要的局限性在于它的普遍性。作者建议未来的研究以其他国家的外派人员为参照群体,客观地阐明中国工人的特征,从而检验本研究的有效性。实践意义本研究的结果可用于重塑未来中国几种类型公司的人力资源管理实践,以促进吸引和雇用最有能力为公司做出长期贡献的员工。原创性/价值虽然以往的研究已经阐明了特定国家的oc - reward relationship,但这并没有满足外派人员与东道国国家管理者在oc - reward relationship上的差异所面临的潜在需求。从这个意义上说,据作者所知,这项研究是第一次尝试通过对文献的贡献来解决这个主题。
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CiteScore
2.70
自引率
6.20%
发文量
39
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