HALF THE SKY: The Moderating Role of Cultural Collectivism in Job Turnover Among Chinese Female Workers

The present study examines how collectivism, an important cultural value, plays a moderating role in the association between job attitudes (job satisfaction and organizational commitment) and actual turnover in a sample of 781 Chinese female workers. Results show that collectivism moderates the relationships between job attitude variables and turnover intention. Job satisfaction and organizational commitment are more powerful in predicting turnover intention when levels of collectivism are high rather than low. However, collectivism only moderates the mediation of turnover intention in the relationship between job satisfaction and actual turnover. The study deepens the understanding of the moderating effect of cultural values in organizational behavioral outcomes as Taras et al. (J Appl Psychol 95:405–439, 2010) suggest. Also discussed are the practical implications on how to control the voluntary termination of female laborers who constitute an important part in Chinese manufacturing.     

中国背景下雇员主动离职模型的探索和验证研究

By collecting a nationwide sample, the model of employee voluntary turnover in China is explored. There are three conclusions: 1. there exist significant correlation between any two variables including salary, job involvement, interpersonal support, job satisfaction, organizational commitment and turnover intention; 2. job involvement, interpersonal support and salary predict significantly organizational commitment, and interpersonal support and salary predicted significant job satisfaction; 3. job satisfaction can predict significantly turnover intention.     

Supervisor–Subordinate Guanxi and Employee Work Outcomes: The Mediating Role of Job Satisfaction

In this study, we attempt to explain the divergent results found in the relationships between supervisor–subordinate guanxi and employee work outcomes. Specifically, we propose that the relationships between supervisor–subordinate guanxi and participatory management, turnover intentions, and organizational commitment are mediated by job satisfaction. Based on the data collected from a sample of 196 employees of three local manufacturing firms in Zhejiang Province, China, we found that job satisfaction fully mediated the effects of supervisor–subordinate guanxi on participatory management and intentions to leave, but partially mediated the relationship between supervisor–subordinate guanxi and organizational commitment. Theoretical and practical implications are discussed.     

A meta-analysis of the relationship between perceived organizational support and job outcomes: 20 years of research

Anecdotal comments from practitioners and extant empirical research suggests a tenuous link between perceived organizational support and desired employee outcomes. Accordingly, in this study the authors conduct a meta-analysis examining the effects of perceived organizational support on four employee outcomes: organizational commitment, job satisfaction, performance, and intention to leave. The authors also examine the extent to which these effects are moderated by job type (frontline vs. non-frontline employee). Findings from the study indicate that perceived organizational support has a strong, positive effect on job satisfaction and organizational commitment; a moderate, positive effect on employee performance; and a strong, negative effect on intention to leave. Study findings also indicate that the effects of perceived organizational support are more pronounced for non-frontline employees.     

The Impact of Caring Climate,Job Satisfaction,and Organizational Commitment on Job Performance of Employees in a China’s Insurance Company

This research uses structural equation modeling (SEM) to examine the direct and indirect relationships among caring climate, job satisfaction, organizational commitment, and job performance of 476 employees working in a Chinese insurance company. The SEM result showed that caring climate had a significant direct impact on job satisfaction, organizational command, and job performance. Caring climate also had a significant indirect impact on organizational commitment through the mediating role of job satisfaction, and on job performance through the mediating role of job satisfaction and organizational commitment. In addition, job satisfaction had significant direct impact on organizational commitment, through which it also had a significant indirect impact on job performance. Finally, organizational commitment had a significant direct impact on job performance.     

Is small business better than big business for marketing managers?

This survey of marketing managers compares small business firms with large ones in relation to explicit and implicit ethics institutionalization, quality of work life (QWL), job satisfaction, esprit de corps, and organizational commitment. The results reveal that large firms tend to have a higher degree of explicit ethics institutionalization than smaller firms but not in relation to implicit ethics institutionalization. The results also reveal that marketing managers in small firms report higher levels of job satisfaction, esprit de corps, and organizational commitment compared to marketing managers in large firms. The study findings also show that marketing managers in small firms report higher levels of overall QWL, particularly higher-order QWL than managers in large firms.     

Examining the link between salesperson networking behaviors,job satisfaction,and organizational commitment: Does gender matter?

Sales professionals are embedded in an array of social interactions through their networking behaviors, yet the literature's understanding of these effects on job-based attitudes is relatively limited. Further, research suggests that men and women, not only network differently, but also often benefit in different ways from networking. This study examines the extent to which gender moderates the relationships between three forms of salesperson networking behaviors, job satisfaction, and organizational commitment. The data from a survey of 179 salespeople indicates that networking behaviors are related to job satisfaction and commitment in sales. However, the relationships vary for male and female salespeople. When analyzed separately, job satisfaction relates positively to professional networking for women, while job satisfaction relates positively to peer networking for men. In addition, peer networking directly relates to organizational commitment for women, rather than mediated by job satisfaction.     

The Relationship of Downward Mobbing with Leadership Style and Organizational Attitudes

The present study investigates (1) the relationship of different leadership styles (transactional, transformational, authoritarian, paternalistic) with mobbing behaviors of superiors (i.e., downward mobbing) and (2) organizational attitudes (job satisfaction, organizational commitment, turnover intention) of mobbing victims. Data were collected from 251 white-collar employees. Path analysis findings showed that transformational and transactional leadership decreased the likelihood of mobbing, whereas authoritarian leadership increased it. Paternalistic leadership was mildly and negatively associated with mobbing. Regarding the consequences of mobbing for employees’ organizational attitudes, the same analyses suggested that higher perceptions of downward mobbing was significantly associated with lower job satisfaction, lower affective commitment, higher continuous commitment, and higher turnover intention.     

Relations between organizational commitment and focal and discretionary behaviours

The purpose of this paper is to analyse the relations between organizational commitment (OC) dimensions and two focal and discretionary behaviours (intention to stay and organizational citizenship behaviour). Drawing on a sample of 310 Spanish employees of small services firms, this research reveals that in contrast to recent findings that detected a nonlinear (inverted U-shaped) relationship between continuance commitment and intention to stay, the form of the relationships between OC dimensions and the proposed outcomes is linear rather than nonlinear. Furthermore, when dividing continuance commitment into two subcomponents, the research results indicate that the dimension associated with commitment based on few existing employment alternatives is significantly, negatively and linearly related to intention to stay and organizational citizenship behaviour. This suggests that the three-component model of OC suffers from a conceptual inconsistency, which is further discussed.     

The influence of salesperson skill,motivation, and training on the practice of customer‐oriented selling

Why is customer‐oriented selling not practiced widely? The purpose of this research was to identify the relationships between factors that may be related to the practice of customer‐oriented selling: Salesperson job satisfaction, organizational commitment, and skills. A survey of 109 retail salespeople provided insights into the relationships between these variables. The findings focused on the importance of the relationships existing between salesperson skills, training, organizational commitment, job satisfaction, and salesperson customer orientation. © 2002 Wiley Periodicals, Inc.     

The impact of efficacy on work attitudes across cultures

To answer the call for more cross-cultural research, this study analyzed the efficacy and work attitudes of employee samples from the U.S. and Southeast Asia (Indonesia, Malaysia, and Thailand). The results showed that across these two samples, general efficacy had a significant positive relationship with organizational commitment and a significant negative relationship with intention to turnover. Further analysis also indicated that job satisfaction mediated the relationship between general efficacy and organizational commitment and intention to quit in the U.S. sample. The relationship between general efficacy and organizational commitment was stronger in the U.S. than in the three combined countries sampled in Southeast Asia.     

Innovating under stress: The role of commitment and leader-member exchange

This study sheds light on the relationships between workplace stressors and employee innovation by jointly considering mediating processes and boundary conditions. Using the challenge-hindrance model, we combine social exchange and conservation of resources theory to propose that challenge (i.e., role overload) and hindrance (i.e., role ambiguity and role conflict) stressors exert positive and negative indirect effects, respectively, on employee innovation through affective organizational commitment. We further posit that the strength of these relationships depends on the quality of leader-member exchange (LMX). In support of these predictions, a time-lagged study of 134 employees from various Canadian firms found affective commitment to mediate the differential relationships of challenge and hindrance stressors to employee innovation. Moreover, when LMX was high, the positive effects of role overload were enhanced while the negative effects of role ambiguity and role conflict were attenuated. We discuss the implications of these findings for theory and practice.     

Compensation disparity between locals and expatriates: Moderating the effects of perceived injustice in foreign multinationals in China

A large compensation gap exists between local and expatriate employees in foreign multinationals in China. A survey in the Suzhou area confirmed that local employees regarded their compensation vis-à-vis that of expatriates as unfair. Trustworthiness of expatriates by locals showed a stronger effect on their evaluation of expatriates than on their job satisfaction and organizational commitment, whereas perceived compensation received by locals showed the opposite pattern. Trustworthiness of expatriates moderated the negative effect of perceived distributive injustice on evaluation of expatriates, whereas perceived compensation moderated the relationships between perceived distributive injustice and job satisfaction as well as organizational commitment.     

组织政治知觉影响离职倾向的多重中介效应比较分析

采用问卷调查法,以珠三角地区光电制造企业中452名知识型员工为研究对象,探讨了组织政治知觉影响离职倾向的内在心理机制。结构方程建模分析结果表明:组织政治知觉能通过工作满意度、情感承诺和工作倦怠的并行多重中介作用对离职倾向产生影响,在个别中介效应大小方面,工作倦怠最大,工作满意度次之,情感承诺最小。     

The Effect of Career Plateau on Chinese Employees＇ Affective Commitment： An Indigenous Career Plateau Scale and Two-Mediator Model

The two-dimensional （hierarchical and job content） model have been predominating the extant career plateau literature. However, based on Schein＇s cone-shaped organizational mobility model, we contend that stagnation in organizational centrality （inclusive plateau） may be another dimension of career plateau. Furthermore, grounded in social exchange theory and need-satisfaction models, we aim to examine the effects of career plateau on affective commitment and underlying mechanisms. In Study 1, based on a sample of 219 employees from different professions, we developed a primary validation of our three- dimensional career plateau scale. In Study 2, we examined our hypothesized model with another dataset of 288 employees. The results suggest that job satisfaction fully mediates the relationship between the job content plateau, the inclusive plateau and affective commitment. The analysis demonstrates that the specific indirect effect of job content plateauing and inclusion on affective commitment through intrinsic job satisfaction was greater than through extrinsic job satisfaction. However, the hypothesis regarding the relationship between hierarchical plateau and affective commitment was not supported, when another two dimensions of career plateau were added to the model. Our findings provide some theoretical and practical implications.     

Applying career concepts to strengthen the work-attitudes of service professionals

Given the nature of employment relationships today, service organizations can strengthen the organization commitment levels and reduce the turnover intentions of its professionals through providing job features important to their careers. These features include opportunities to perform challenging work, experience trusting relationships with customers/clients, and obtain extrinsic rewards. Using a sample of alumni from a hospitality business program, hypotheses that these features impact organizational commitment and turnover intentions, partially through strengthening professionals’ career commitment, are developed and tested. Findings suggest that challenging work opportunities impact these attitudes both directly and indirectly. So too trusting relationships with customers and clients indirectly impact organization commitment and intent to turnover (ITO). Results also suggest that, as a whole, satisfaction with extrinsic rewards has no effect. However, an analysis of multigroup mediation results revealed that for professionals working in professional service firms, satisfaction with pay reduces both attitudes. Implications for research in organization commitment and ITO, specifically the role and impact of career-based antecedents, are discussed.     

Impact of employee development on job satisfaction and organizational commitment: person–organization fit as moderator

Researchers have begun to focus on emerging markets, particularly those in Asia, because of the phenomenal growth in the size of their business sectors and a remarkable increase in their share of global business. Businesses in the developing world are now grappling with people management issues that formerly were the preserve of businesses in the West. This study aims at exploring the role of employee development in job satisfaction and organizational commitment and in particular its moderation by person–organization fit. The context is the telecommunications sector in Pakistan. The results reported show a positive impact of employee development initiatives on employee job satisfaction and later the job satisfaction has significant impact on organizational commitment. The results also revealed, however, an unfavourable relationship between employee development and organizational commitment. The relationship between job satisfaction and organizational commitment was significantly moderated by person–organization fit.     

Examining the Construct of Organizational Justice: A Meta-Analytic Evaluation of Relations with Work Attitudes and Behaviors

The nomological net for the construct of organizational justice was investigated. The estimated true score correlation between procedural and distributive justice (N = 4,696, K = 16) was 0.66. The patterns of correlations of both procedural and distributive justice with job satisfaction, OCB, commitment, and productivity were also meta-analytically estimated. Procedural justice was associated to a greater extent than distributive justice with organizational commitment, organizational citizenship behaviors and productivity. Distributive and procedural justice correlated similarly with job satisfaction. Partial correlations and variance reduction ratios suggested that relationships between distributive justice and work attitudes and behaviors were mostly mediated by procedural justice perceptions. Implications for theory and practice are discussed.     

Are performance appraisals a bureaucratic exercise or can they be used to enhance sales‐force satisfaction and commitment?

In some sales organizations the performance appraisal is treated as a bureaucratic exercise. As such, sales managers may essentially conduct appraisals in an arbitrary and perfunctory manner. This behavior could be based on the belief that conducting performance appraisals requires considerable amounts of time and effort, generates few rewards, and adds considerably to the manager's level of conflict and stress. The purpose of this research is to examine the relationships existing between performance appraisals, salesperson organizational commitment, and job satisfaction. If various characteristics of performance appraisals that build commitment and satisfaction could be identified, then managers may be more capable of using performance appraisals that yield positive results. A survey of 185 retail salespeople and 58 retail sales managers provided the data required to evaluate the relationship between satisfaction, commitment, and various aspects of performance appraisals. The results of the study indicate that managerially mediated factors may be used to enhance salesperson job satisfaction and organizational commitment. © 2001 John Wiley & Sons, Inc.     

Effects of ideal image congruence and organizational commitment on employee intention to leave

The purpose of this study was to investigate the relationships among employee self-image/store image congruence, employee–store commitment, and employee intention to leave within the context of retail stores. Data were collected using a survey method. Usable questionnaires were completed by 276 retail store employees. Path analysis was used to test the hypotheses. Results revealed employee self-image/store image congruence was positively related to store image attractiveness. In turn, store image attractiveness was positively related to employee–store commitment both directly and indirectly through intrinsic job satisfaction. Lastly, both intrinsic job satisfaction and employee–store commitment were negatively related to employees’ intention to leave.