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 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 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 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.

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.

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 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.

Perceived Organizational Support and Organizational Commitment: Moderating Role of Person–Organization Fit

2020 ◽  
pp. 097215092092077
Author(s):  
Laxmiprada Pattnaik ◽  
Supriti Mishra ◽  
Santosh Kumar Tripathy
Keyword(s):  
Organizational Commitment ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Primary Data ◽  
Hierarchical Regression ◽  
Manufacturing Companies ◽  
Corporate Executives ◽  
Commitment Level ◽  
Person Organization Fit ◽  
The Relationship

This article studies the relationship between perceived organizational support (POS), person–organization fit (P–O fit) and organizational commitment (OC). Primary data were collected from 430 corporate executives of Indian manufacturing companies through a questionnaire survey. Correlation and hierarchical regression analysis were performed to study the relationship among variables. Results show that POS significantly affects OC. Findings also establish a significant relationship between P–O fit and OC. Further, the moderating impact of P–O fit affecting the relationship between POS and OC has been established. This study highlights the importance of providing organizational support to employees in order to foster their commitment to the organization. Moreover, results provide evidence that if there is fit between the values of the employees with that of the organization, it enhances the commitment level of the employees. In addition to the establishment of a significantly positive relation between POS and OC, this study also determines P–O fit as a factor that can moderate the relationship between POS and OC.

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.

THE RELATIONSHIP BETWEEN MANAGEMENT SUPPORT, TRAINING MOTIVATION, INTENTION TO TRANSFER, AFFECTIVE REACTION, UTILITY REACTION, SUPERVISOR SUPPORT, AND LEVEL III AND IV LEADERSHIP TRAINING TRANSFER: A CASE IN INDONESIAN MINISTRY OF FINANCE

INFO ARTHA ◽  
2017 ◽  
Vol 2 ◽  
pp. 1-19
Author(s):  
Roby Syaiful Ubed
Keyword(s):  
Training Transfer ◽  
Hierarchical Regression ◽  
Management Support ◽  
Supervisory Support ◽  
Affective Reaction ◽  
Transfer Training ◽  
Training Motivation ◽  
Ministry Of Finance ◽  
The Relationship ◽  
And Training

The purpose of this research is to examine how training transfer is influenced by management support, training motivation, intention to transfer, affective reaction, utility reaction, supervisory support. To achieve this purpose, this study used the employees in Indonesian Ministry of Finance. A sample of 258 employees from level III and level IV leaders completed questionnaires that include measurements such as training motivation, supervisor supports, affective reaction, utility reaction, intention to transfer, training transfer, perceived training transfer, training retention, managerial transfer support, motivation to learn, training self-efficacy, and demographic characteristics. Hypothesis testing was done by using three steps of hierarchical regression analysis. The results of this study indicate that there are significantly positive relationships between the aforementioned independent variables and training transfer. Implications of this study were discussed. 

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