دانلود رایگان مقاله واکنش کارکنان چینی به نقض قرارداد

ABSTRACT

Psychological contract violation (PCV) is employee negative emotions aroused by employers not delivering their promises. Past studies have used Social Exchange Theory to explain the effects of PCV on employee responses specified in the EVLN (i.e., Exit, Voice, Loyalty and Neglect) model. The present study argues that Activation Theory may also be applied to explain employee responses to PCV for Chinese employees due to the specific role of emotions in Chinese culture. Both theories receive some supports in a Chinese employee sample (n = 439). Results and implications are discussed.

8. Conclusion

This study has tested the PCV-EVLN relationships from the competing perspectives of the Social Exchange Theory and the Activation Theory among Chinese employees. Results indicate that Activation Theory provides more accurate prediction on Voice, Loyalty and Neglect in Chinese culture. This provides important theoretical, empirical, and practical contributions in understanding Chinese employee reactions when they feel anger towards the employer, which has helped to further improve theory on emotion and its effects in the Chinese workplace (Ahlstrom, 2015; Wong & Peng, 2012). Putting in effort as suggested in the above practical implication section (i.e., sensitive training for managers about Chinese employees’ emotions and more open communication with employees as well as training and validation for employees to speak up and speak out), perhaps it is possible to minimize the most serious problems faced at Foxconn. This can benefit not only Chinese employees but also organizations operating in China that recognize the importance of managing employee emotions and addressing related problems. It also suggests further research is needed on managing problems of individual employees and team conflicts in similar cultural environments in Asia (Arndt & Ashkanasy, 2015; Lee, Koopman, Hollenbeck, Wang, & Lanaj, 2015; Tjosvold, Yu, & Wu, 2009). A deeper understanding of the emotion mechanism helps the organizations to manage responsibly in China by protecting employees who may be facing difficult emotional issues with work pressures in a slowing economic environment, particularly when they are working far from their home provinces. These employees may lack proactive coping strategies of emotional expression and communication. Thus organizations need to help their employees express those workplace emotions and voice out their questions and concerns. This can help to reduce the difficult problems such as occurred at Foxconn of employees hiding painful emotions and suffering stress and even serious breakdowns and the subsequent difficulties that ensue for the organization.