دانلود رایگان مقاله انگلیسی آموزش، تعهد سازمانی و پاداش در شرکت های تولید کننده ژاپنی در چین - امرالد 2017

Abstract

Purpose – The purpose of this paper is to investigate the relationship between organizational commitment and extrinsic, intrinsic, and social rewards, among employees who work for Japanese manufacturing companies in China. Design/methodology/approach –Hierarchical regression ana Design/methodology/approach lysis was utilized to examine survey data obtained from 27,854 employees, who work for 64 Japanese manufacturing companies in China. Findings – The findings demonstrate that the variables Findings measuring extrinsic, social, and intrinsic rewards were strongly related to organizational commitment, suggesting that the antecedents of organizational commitment in Japanese companies are different from those in other kinds of corporations in China and the West. A further comparison between university graduates and other employees showed that for graduates, extrinsic and intrinsic rewards had a stronger influence on organizational commitment than social rewards, compared to non-graduates. Research limitations/implications - This study used self Research limitations/implications -report data from individual respondents, which may have resulted in common method bias. Future research might consider including supervisor-rated scales to strengthen the study design and reduce common method bias. Practical implications - As Japanese companies in China Practical implications have both Western and Chinese characteristics, they often utilize balanced human resources management (HRM) practices. To enhance their employees’ organizational commitment (OC), especially those with less formal education, it is most effective to focus not only on some particular rewards but also on more varieties of rewards. However, balanced HRM may not be equally effective for enhancing the OC of university graduates, who prefer to obtain more extrinsic and intrinsic rewards and fewer social rewards. As Japanese companies are sometimes said to be less attractive workplaces, especially for university graduates, the results of this study could help HR professionals revise their HRM strategies and employ workers who can contribute to their Chinese branches on a long-term basis. Originality/value – This research investigates how empl Originality/value oyees of Japanese companies in China could have higher organizational commitment, by focusing on the difference between university graduates and non-graduates and utilizing a large volume of their opinion data.

Conclusion

The purpose of this study was to investigate the relationship among extrinsic rewards, intrinsic rewards, social rewards, and the organizational commitment (OC) of 27,854 employees who work for 64 Japanese manufacturing companies in China. Hierarchical regression analysis revealed that variables included to measure extrinsic, social, and intrinsic rewards were strongly related to OC. These findings suggest that the antecedents of organizational commitment in Japanese companies are different from those in other kinds of corporations in China, where extrinsic and social rewards are more correlated with OC than intrinsic rewards. They also differ from companies in the West, where intrinsic rewards are more correlated with OC than extrinsic and social rewards. Overall, balanced HRM will work best given Japanese companies’ combination of Western and Chinese characteristics. Managers should not simply focus on one particular type of reward but offer a variety of rewards to enhance employees’ OC, especially for employees with less formal education.

The comparison between university graduates and non-graduates showed that extrinsic and intrinsic rewards had a stronger influence on OC for graduates, while social rewards had a weaker influence, suggesting that university graduates are more individualistic than other employees. As Japanese companies are sometimes said to be less attractive as workplaces, especially for university graduates, the results of this research could be utilized to reconsider future human resource management of these companies, to help them attract and employ the best employees who can contribute to the companies on a long-term basis.