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.

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 and Rewards in Vietnam, with Comparison between University Graduates and Others

2017 ◽  
Vol 13 (8) ◽  
pp. 157 ◽  
Author(s):  
Keisuke Kokubun
Keyword(s):  
Regression Analysis ◽  
Organizational Commitment ◽  
Human Resource ◽  
Hierarchical Regression ◽  
University Graduates ◽  
The West ◽  
Intrinsic Rewards ◽  
Japanese Companies ◽  
The Relationship ◽  
Social Rewards

This study investigates the relationship between extrinsic, intrinsic and social rewards, and the organizational commitment (OC) of 5,522 employees who work for 8 Japanese companies in Vietnam. Hierarchical regression analysis revealed that variables included to measure extrinsic, social and intrinsic rewards were strongly related to OC. Especially, intrinsic rewards had the strongest association with OC. These findings suggest that the antecedents of OC in Vietnam are different from those in the West and China. The comparison between university graduates and others showed that fatigue and autonomy had stronger influence on OC in university graduates than in others. Discussions and implications concerning human resource management in Vietnam are offered.

scholarly journals Organizational Commitment-Rewards Relationship and its Change in Japanese Companies in China

2017 ◽  
Vol 10 (7) ◽  
pp. 155 ◽  
Author(s):  
Keisuke Kokubun
Keyword(s):  
Economic Growth ◽  
Regression Analysis ◽  
Organizational Commitment ◽  
Financial Crises ◽  
Supervisor Support ◽  
Hierarchical Regression ◽  
University Graduates ◽  
Economic Slowdown ◽  
Japanese Companies ◽  
The Relationship

This study investigates a transition of the relationship between rewards and the organizational commitment of total 1,005 university graduates who work for 4 Japanese companies in China. Hierarchical regression analysis revealed that supervisor support had stronger influence on organizational commitment in 2013 than it did in 2007, showing that the employees became to require more support from supervisors than before due to a growing anxiety under economic slowdown since the global financial crises of 2008. This result indicates that employees may become more collectivistic during a period of economic growth stagnation. Discussions and implications concerning human resource management of Japanese companies in China are offered.

scholarly journals The Moderating Effect of Gender on the Organizational Commitment-Rewards Relationship

2017 ◽  
Vol 12 (7) ◽  
pp. 1 ◽  
Author(s):  
Keisuke Kokubun
Keyword(s):  
Organizational Commitment ◽  
Human Resource ◽  
The Other ◽  
Role Clarity ◽  
Personnel Evaluation ◽  
Men And Women ◽  
Female Employees ◽  
The Difference ◽  
Japanese Companies ◽  
The Relationship

This study investigates the relationship between rewards and organizational commitment (OC) of 9,826 Malay employees who work for 32 Japanese companies in Malaysia focusing on the difference between men and women. The result showed that delegation-related rewards (i.e. satisfaction with personnel evaluation and autonomy) had stronger influence on OC in male than in female employees. On the other hand, other delegation-free rewards (i.e. satisfaction with other treatments, fatigue, supervisor/co-worker support, training provision and role clarity) were equally related with OC for both genders. Discussions and implications concerning diversity and human resource management in the corporations in Malaysia are offered.

scholarly journals Influence of entrepreneurs on job satisfaction and organizational commitment of employees

2021 ◽  
Vol 11 (2) ◽  
pp. 96-105
Author(s):  
Jesa Kreiner ◽  
Dragana Sajfert ◽  
Svetlana Anđelić ◽  
Nikola Jančev ◽  
Milorad Živković
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Employee Satisfaction ◽  
Significant Positive Correlation ◽  
The Other ◽  
Hierarchical Regression ◽  
Employee Job Satisfaction ◽  
Positive Correlations ◽  
Or Organization ◽  
The Relationship

In this paper, we analyze reliability, correlations, regression of employee obligations, compare employee regression, job satisfaction regression, and hierarchical regression analysis. As techniques for comparison of entrepreneurs and employees are significant for analysis of positive correlations between the determinants, we used 36 independent samples and 210 individuals. The findings reveal that: (1) The results of the research confirmed the existence of a statistically significant positive correlation between the determinants of job satisfaction and organizational commitment on one hand, and the work of entrepreneurs, on the other; (2) The results of the survey compare the relationship between entrepreneurs and employee job satisfaction and organizational commitment, adding a significant increase in the importance of the construct; (3) Entrepreneurship has a relative correlation in relation to job satisfaction, and organizational commitment, and thus increases the scope of tasks and efficiency of entrepreneurs; (4) Entrepreneurs show dominance over employee satisfaction and organizational commitment, when they predict the success of a group or organization and organizational civic behavior. We recommend that future researches examine the relationship among entrepreneurs and their relationship with employees, as well as job satisfaction and organizational commitment, in order to potentially compare them.

scholarly journals Regional Difference in the Organizational Commitment-Rewards Relationship in Vietnam

2017 ◽  
Vol 7 (3) ◽  
pp. 22 ◽  
Author(s):  
Keisuke Kokubun
Keyword(s):  
Organizational Commitment ◽  
Regional Difference ◽  
River Delta ◽  
Red River ◽  
Ho Chi Minh City ◽  
Hierarchical Regression ◽  
Red River Delta ◽  
The Difference ◽  
Japanese Companies ◽  
The Relationship

This study investigates the relationship between rewards and the organizational commitment (OC) of 5,522 employees who work for 5 Japanese companies in Vietnam focusing on the difference between Red River Delta (Hanoi and surrounding provinces) and South East (Ho Chi Minh City and surrounding provinces). Hierarchical regression analysis revealed that co-worker support had stronger influence on OC in Red River Delta than in South East. On the other hand, benefit satisfaction had stronger influence on OC in South East than in Red River Delta. Other rewards (i.e., fatigue, supervisor support and autonomy) were equally related with OC for both areas. These results mean that OC-rewards relationship differs between regions and indicate signs of increasing individualism among Vietnamese employees in more economically developed parts of the country. Discussions and implications concerning human resource management in Vietnam are offered.

scholarly journals Education, organizational commitment, and rewards within Japanese manufacturing companies in China

2018 ◽  
Vol 40 (3) ◽  
pp. 458-485 ◽  
Author(s):  
Keisuke Kokubun
Keyword(s):  
Organizational Commitment ◽  
Common Method ◽  
University Graduates ◽  
Manufacturing Companies ◽  
Intrinsic Rewards ◽  
Content Type ◽  
Common Method Bias ◽  
Japanese Companies ◽  
Method Bias ◽  
Social Rewards

Purpose The purpose of this paper is to investigate the relationship between organizational commitment (OC) and extrinsic, intrinsic, and social rewards, among employees who work for Japanese manufacturing companies in China. Design/methodology/approach Hierarchical regression analysis 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 measuring extrinsic, social, and intrinsic rewards were strongly related to OC, suggesting that the antecedents of OC 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 OC than social rewards, compared to non-graduates. Research limitations/implications This study used self-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 have both Western and Chinese characteristics, they often utilize balanced human resources management (HRM) practices. To enhance their employees’ 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 employees of Japanese companies in China could have higher OC, by focusing on the difference between university graduates and non-graduates and utilizing a large volume of their opinion data.

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 Values Congruence and Organizational Commitment in Churches: When Do Shared Values Matter?

2020 ◽  
Author(s):  
David Robert Dunaetz ◽  
Carly Smyly ◽  
Carmen M. Fairley ◽  
Colleen Heykoop
Keyword(s):  
Organizational Commitment ◽  
Personal Values ◽  
The Other ◽  
Emotional Attachment ◽  
Behavioral Tolerance ◽  
Affective Organizational Commitment ◽  
Values Congruence ◽  
Conservative Values ◽  
The Relationship ◽  
The Church

Leaders and attenders of many churches may feel a tension between contemporary values of Western culture and more conservative values that have traditionally been held by many churches. Discrepancies in values may cause some people to leave their churches. This paper examines the relationship between values congruence (between church attenders and their churches) and organizational commitment, specifically, affective organizational commitment which measures one’s emotional attachment to an organization (i.e., their church). In this study, church attenders (N = 252) provided information about themselves (concerning their personal values, their affective organizational commitment to their church, and demographics) and information about their churches (concerning the church’s values and size). The values measured included both behavioral (tolerance of homosexuality) and cognitive (agreement with evangelical doctrine) aspects. The results indicate that affective organizational commitment to one’s church is positively correlated with values congruence; no evidence was found that affective organizational commitment was correlated to the other variables measured. Further exploratory analyses indicated that this relationship between values congruence and affective organizational commitment varied with both the values of the church and the size of the church. In more conservative churches and in smaller churches, values congruence was more strongly related to affective organizational commitment than in more liberal churches and larger churches.

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