scholarly journals The difference and similarity of the organizational commitment–rewards relationship among ethnic groups within Japanese manufacturing companies in Malaysia

2020 ◽  
Vol 40 (11/12) ◽  
pp. 1391-1421
Author(s):  
Keisuke Kokubun ◽  
Misako Yasui
Keyword(s):  
Organizational Commitment ◽  
Ethnic Groups ◽  
Management Practices ◽  
Hierarchical Regression ◽  
Role Clarity ◽  
Manufacturing Companies ◽  
Content Type ◽  
Significance Level ◽  
Work Related ◽  
The Difference

PurposeGrowing 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/approachHierarchical regression analysis was used to analyze survey data gathered from 12,076 employees who work for 32 Japanese manufacturing companies located in Malaysia.FindingsThe 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/implicationsThe 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 implicationsThe 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/valueAlthough 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.

Improving post-assignment behavioral outcomes of expatriates

2014 ◽  
Vol 2 (3) ◽  
pp. 298-316 ◽  
Author(s):  
Padmini Jayasekara ◽  
Yoshi Takahashi
Keyword(s):  
Organizational Commitment ◽  
Management Practices ◽  
Behavioral Outcomes ◽  
Hierarchical Regression ◽  
Sri Lankan ◽  
Content Type ◽  
Training Performance ◽  
Human Resource Management Practices ◽  
Questionnaire Method ◽  
The Relationship

Purpose – The purpose of this paper is to explore the relationship between pre-departure human resource management practices (HRMPs) and post-assignment behavioral outcomes (PABOs) among Sri Lankan expatriates. Design/methodology/approach – The study focuses on three research questions, namely, first, whether individual HRMPs reinforce desirable PABO consequences, second, whether this relationship would be strengthened when HRMPs are bundled together, and third, whether the purpose of an expatriate’s international assignment would affect the strength of the relationship between HRMPs and PABOs. A questionnaire method was employed to survey Sri Lankan repatriates, and 155 responses were analyzed using a hierarchical regression analysis. Findings – The authors found that two HRMP types, namely, preparation and selection, significantly influenced job commitment, organizational commitment, and retention, both individually and when bundled. Practices such as recruitment, training, performance evaluation, and compensation, bundled with others, improved job and organizational commitment but not retention. Further, the specific task assigned to the expatriate affected the interaction between the HRMPs and their PABOs except retention. Practical implications – As bundled HRMPs influence job and organizational commitment, organizations should attempt to combine several HRMPs. However, there may be a need to customize HRMPs to improving retention and address the development-driven purpose of assignments. Originality/value – This study is amongst the first in the Sri Lankan context to emphasize the necessity of proactively managing expatriates’ PABOs before they relocate, using system and contingency approaches.

scholarly journals Organizational Commitment and Rewards in Malaysia, with Comparison between University Graduates and Others

2017 ◽  
Vol 10 (6) ◽  
pp. 51 ◽  
Author(s):  
Keisuke Kokubun
Keyword(s):  
Organizational Commitment ◽  
Hierarchical Regression ◽  
University Graduates ◽  
Role Clarity ◽  
Strongly Correlated ◽  
Manufacturing Companies ◽  
Japanese Companies ◽  
The Relationship ◽  
Social Rewards ◽  
And Training

This study investigates the relationship between rewards and organizational commitment (OC) of 12,076 employees who work for 32 Japanese manufacturing companies in Malaysia. Hierarchical regression analysis revealed that all of three types of reward are important for OC, in the order of intrinsic, social and extrinsic rewards. These findings suggest that the antecedents of OC in Malaysia are different from those in the West or other lower income Asian countries such as China. The comparison between University graduates and others showed that extrinsic and intrinsic rewards had stronger while social rewards had weaker influence on OC in university graduates than in others. In detail: satisfaction with personnel evaluation and autonomy were more strongly correlated with OC in university graduates while co-worker support and role clarity were more significantly correlated with OC in others; fatigue was negatively correlated with OC in university graduates while positively correlated with OC in others; other rewards, i.e., satisfaction with other treatments, supervisor support and training, were equally correlated with OC in university graduates and others. Discussions and implications concerning human resource management of Japanese companies in Malaysia are offered.

scholarly journals Organizational commitment, rewards and education in the Philippines

2019 ◽  
Vol 27 (5) ◽  
pp. 1605-1630
Author(s):  
Keisuke Kokubun
Keyword(s):  
Developing Countries ◽  
Organizational Commitment ◽  
Management Practices ◽  
The Philippines ◽  
Self Report ◽  
University Graduates ◽  
Manufacturing Companies ◽  
Intrinsic Rewards ◽  
Content Type ◽  
Social Rewards

Purpose The theory of organizational commitment (OC) was originally developed in the context of Western societies. Therefore, its application to a non-Western country may be easier and more successful if that country’s society has been historically influenced by Western cultures. Based on this understanding, this paper aims to investigate the relationship between OC and rewards among employees in one of East Asia’s developing countries most significantly influenced by Western cultures. Design/methodology/approach Hierarchical regression analysis was conducted using survey data obtained from 2,363 employees working for 11 Japanese manufacturing companies in the Philippines. Findings The paper revealed that the variables measuring intrinsic rewards were strongly related to OC than extrinsic and social rewards, suggesting that the antecedents of OC in the Philippines resemble more closely those found in the west than in the east. This tendency was found to be stronger for university graduates, whose OC is influenced more significantly by intrinsic rewards and less by social rewards, compared to that of non-graduates. Research limitations/implications The major limitation concerns reliability. This study used self-report data from individual respondents; this may result in common method bias relationships between variables being inflated. 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 countries where Western cultures have influenced employees’ mindsets and attitudes. Originality/value Intrinsic rewards impact OC more than other rewards in the Philippines due to its history of Westernization and recent industrialization. This research is the first, to the best of the author’s knowledge, to verify this assumption, and should assist managers of companies in the Philippines, and perhaps, in other developing countries influenced by Western cultures, in formulating strategies to foster high levels of OC among their employees.

scholarly journals Gender differences in organizational commitment and rewards within Japanese manufacturing companies in China

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Keisuke Kokubun ◽  
Misako Yasui
Keyword(s):  
Gender Differences ◽  
Organizational Commitment ◽  
Multinational Enterprises ◽  
Management Practices ◽  
Future Research ◽  
Manufacturing Companies ◽  
Male And Female ◽  
Content Type ◽  
Female Employees ◽  
Worker Support

PurposeThe 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/approachThis study utilized hierarchical regression analysis to examine survey data obtained from 27,854 employees who worked for 64 Japanese manufacturing companies within China.FindingsThe 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/implicationsThis 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 implicationsThe 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/valueAlthough 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.

Students’ satisfaction with hostel accommodations in higher education institutions

2017 ◽  
Vol 15 (5) ◽  
pp. 652-666 ◽  
Author(s):  
Ayodeji Emmanuel Oke ◽  
Clinton Ohis Aigbavboa ◽  
Marcia M. Raphiri
Keyword(s):  
Higher Education ◽  
Ethnic Groups ◽  
Higher Education Institutions ◽  
Item Score ◽  
Content Type ◽  
Significant Difference ◽  
The Difference ◽  
Higher Institutions ◽  
Students Satisfaction

Purpose There are several types of accommodation available to students of higher education institutions, and it is the responsibility of the institutions to focus on factors that can attract and retain students to their residences. This study aims to investigate satisfaction of higher institutions students with on-campus accommodation with an emphasis on the ethnicity of the students. Design/methodology/approach Using convenience sampling method, questionnaires were administered to students of selected residences in the study area. Mean item score was used to rank identified factors, whereas mean gap and Kruskal–Wallis K-test were adopted to examine the difference in opinion of students from various ethnic groups. Findings Overall, major features that make students dissatisfied with university-owned accommodations are enforcement of rule that compels all students to move out with their belongings during each recess, the effectiveness of the lift system, the size of wardrobe and closet, laundry service in the residence, numbers of electrical sockets and window quality. Considering dwelling unit features, neighbourhood, environmental, building quality and services provided by residence management, this study reveals that there is a significant difference in the satisfaction of students of diverse ethnic groups with their accommodation. Research limitations/implications The study was limited to on-campus residences owned by higher education institutions in South Africa. However, the findings of the study can be adopted for off-campus residences, and such owned by private individuals, agencies and other bodies provided are approved by the institutions. Originality/value The findings of this study will help management of higher education institutions to improve quality of services in their residences for the satisfaction of their students. Developers, contractors and other stakeholders involved in construction of these residences will also find the findings useful in designing and construction of the facilities.

scholarly journals Organizational Commitment and Rewards in Thailand, with Comparison between University Graduates and Others

2017 ◽  
Vol 13 (6) ◽  
pp. 1 ◽  
Author(s):  
Keisuke Kokubun
Keyword(s):  
Organizational Commitment ◽  
Supervisor Support ◽  
The Other ◽  
Hierarchical Regression ◽  
University Graduates ◽  
Role Clarity ◽  
The West ◽  
Japanese Companies ◽  
The Relationship ◽  
Social Rewards

This study investigates the relationship between extrinsic, intrinsic and social rewards, and the organizational commitment of 6,911 employees who work for 13 Japanese companies in Thailand. Hierarchical regression analysis revealed that variables included to measure extrinsic, social and intrinsic rewards were strongly related to organizational commitment. These findings suggest that the antecedents of organizational commitment in the Japanese companies in Thailand are different from those in the other kind of corporations in the West. The comparison between University graduates and others showed that benefit satisfaction and fatigue had stronger and supervisor support and role clarity had weaker influence on organizational commitment in university graduates than in others. Discussions and implications concerning human resource management of Japanese companies in Thailand are offered.

How the exchange relationship affects employee commitment

2019 ◽  
Vol 38 (6) ◽  
pp. 501-516
Author(s):  
Y. Serkan Ozmen
Keyword(s):  
Organizational Commitment ◽  
Organizational Trust ◽  
Mediation Effect ◽  
Organizational Level ◽  
Economic Exchange ◽  
Manufacturing Companies ◽  
Exchange Relationship ◽  
Holistic View ◽  
Content Type ◽  
The Impact

Purpose The purpose of this paper is to analyze the impact of social and economic exchange relationships on organizational commitment in line with the mediation effect of organizational trust. Design/methodology/approach In order to test the hypotheses of the study, a survey was conducted on a sample of 213 employees who were working at manufacturing companies in Turkey. Findings The findings of the study reveal that both dimensions of the exchange relationship positively affect organizational commitment and these links are mediated by organizational trust. Research limitations/implications The study provides reliable scales to measure the social and economic exchange relationship between employees and employing organizations. Although the sample of the study was relatively small and drawn from a single country, the Cronbach’s α values of scales were obtained above the recommended threshold value. Practical implications Organizational leaders might adopt an exchange perspective to build a trustworthy relationship with their employees. Developing such a mindset is very important at an employment structure, which has become highly flexible and contingent during the last decades. Originality/value The study attempts to distinguish the twofold nature of the exchange relationship in organizations based on a theoretical model to reveal the impact of each dimension on organizational level outcomes in conjunction with the mediating role of trust. In doing so, the study contributes to the literature by incorporating social and economic exchange in a holistic view as well as defining each dimension in a broader sense by including some employee-related challenges of business organizations such as diversity, social responsibility, leadership, ethical culture and so on.

scholarly journals Assessing cross-national invariance of the three-component model of organizational commitment

2018 ◽  
Vol 13 (3) ◽  
pp. 254-279 ◽  
Author(s):  
Shefali Nandan ◽  
Daphne Halkias ◽  
Paul W. Thurman ◽  
Marcos Komodromos ◽  
Baker Ahmad Alserhan ◽  
...  
Keyword(s):  
Higher Education ◽  
Organizational Commitment ◽  
Human Resources ◽  
Management Practices ◽  
Relevant Literature ◽  
Component Model ◽  
National Context ◽  
Continuance Commitment ◽  
Content Type ◽  
Cross National

PurposeThe purpose of this paper is to examine affective commitment, normative commitment, and continuance commitment in a cross-national context to identify if the effect of country-specific cultural orientation on organizational commitment of faculty in higher education functions invariably in different countries.Design/methodology/approachThe work expands on Meyer and Allen’s (1991) three-component model of organizational commitment. It includes relevant literature review on ten countries and the results of a survey of university faculty members, assessing their institutions’ human resources practices and their effect on organizational commitment. Basic descriptive statistics were performed on nominal and interval data, means, medians, and standard deviations were computed, and tests of mean equivalence, including ANOVA tests, were performed. In certain instances, Pearson and Spearman correlations were computed to ascertain correlation, andχ2tests for randomized response were used, while Cronbach’sαtest helped to establish survey instrument validity.FindingsThough certain differences may exist between different countries and cultures with respect to the three-component model of organizational commitment, there is strong evidence of the existence of invariance and, thus, generalizability of the model across cultures.Research limitations/implicationsCultural studies have focused on differences in organizational commitment at national levels. Further attempts to identify the universality of factors leading to organizational commitment should account for culture in the study of employee-related globalization issues in higher education institutes. Knowledge of cultural impact is also useful from a managerial perspective, and for the design of relevant strategies.Practical implicationsNational context plays a major role in shaping the nature of educational institutions. This study brings out the need for a deeper understanding of invariance in organizational commitment (inter-alia, through the three-component model).Originality/valueThis study contributes to a better understanding of the relationship between organizational commitment and its various antecedents, including human resources management practices, for faculty in higher education institutes.

Human resources management practices and organizational commitment in higher education

2020 ◽  
Vol 34 (1) ◽  
pp. 154-174 ◽  
Author(s):  
Mohammed Aboramadan ◽  
Belal Albashiti ◽  
Hatem Alharazin ◽  
Khalid Abed Dahleez
Keyword(s):  
Higher Education ◽  
Organizational Commitment ◽  
Work Engagement ◽  
Management Practices ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Content Type ◽  
Hrm Practices ◽  
Palestinian Universities ◽  
The Impact

Purpose The purpose of this paper is to investigate the impact of human resource management (HRM) practices on organizational commitment in Palestinian universities, and to examine the mediating effect of work engagement as a black-box mechanism that defines HRM practices–organizational commitment relationship. Design/methodology/approach The source of the data is from 237 employees (academics and administrative staff) from Palestinian universities. The authors used structural equation modeling to verify the hypotheses. Findings The results reveal that HRM practices have a significant impact on employee organizational commitment in higher education. In addition, work engagement showed a significant mediating effect between performance appraisal and organizational commitment on the one hand, and between rewards and compensation and organizational commitment on the other hand. Practical implications The study suggests university managers to capitalize on HRM practices as vehicle to trigger positive work-related attitudes. Originality/value The study contributes to the literature by examining the impact of HRM practices on organizational commitment through the mediation role of work engagement in higher education of a non-western context. The study is one of the few studies that is conducted in the middle east.

Nonlinear and complementary effects of responsive and proactive market orientation on firms’ competitive advantage

2019 ◽  
Vol 32 (4) ◽  
pp. 841-859
Author(s):  
Fabian F. Osorio Tinoco ◽  
Miguel Hernández-Espallardo ◽  
Augusto Rodriguez-Orejuela
Keyword(s):  
Competitive Advantage ◽  
Market Orientation ◽  
Hierarchical Regression ◽  
Future Research ◽  
Manufacturing Companies ◽  
Positive Interaction ◽  
Cross Sectional ◽  
Content Type ◽  
Positive Effects ◽  
Proactive Market Orientation

Purpose The purpose of this paper is to clarify how responsive market orientation (RMO) and proactive market orientation (PMO) create competitive advantage. Design/methodology/approach Nonlinear and interaction effects are tested by applying hierarchical regression analysis to a sample of 272 Colombian manufacturing companies. Findings The results show that although market orientation promotes the competitive advantage of a business, both approaches – responsive and proactive – exhibit saturation effects and a positive interaction. Research limitations/implications The main limitation of this study is the cross-sectional design and the use of a single source for data collection. It is suggested that future research includes different orientations combined with these two market orientations – responsive and proactive – for achieving competitive advantage. In addition, further studies could replicate this analysis for different environmental conditions. Originality/value This paper simultaneously evaluates the nonlinear and complementary effects of RMO and PMO. From a strategic standpoint, it presents an empirical confirmation of the familiarity trap, the failure trap and the positive effects of combining RMO and PMO.

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