Effect of supervisor–subordinate guanxi on supervisory decisions in China: an empirical investigation

As China is becoming an important market and there are a lot of foreign ventures operating there, different lines of research have been providing useful information for foreign ventures to manage effectively in China. In this paper, we discuss one of the critical factors leading to successful management of Chinese subordinates, i.e. building and maintaining good guanxi (i.e., interpersonal connection) with them. We conducted an empirical investigation to illustrate (1) the supervisor-subordinate guanxi concept is different and unique when compared to other similar concepts in the Western literature such as leader-member exchange (LMX) and commitment to supervisor; (2) the supervisor-subordinate guanxi will affect the Chinese supervisor's administrative decisions; (3) guanxi can be measured by concrete behaviour/activities. Data on 189 supervisor-subordinate dyads were collected in the People's Republic of China (PRC). Results indicated that supervisor-subordinate guanxi is a distinct concept from LMX and commitment to supervisor. It also has additional explanatory power over supervisory decisions on promotion and bonus allocation after controlling for performance. Implications for foreign ventures and expatriates are discussed.     

Asian researchers should be more critical: The example of testing mediators using time-lagged data

In the past decade, there has been call for Asian researchers to be more confident and not limit themselves to follow only the footsteps of Western studies. In this paper, we follow up the discussion in Western literature about the importance of testing mediators with longitudinal data. The prevailing way of testing mediation is the use of time-lagged models. That is, the predictor or mediator is collected at prior time points than the outcome variable. We believe this is not sufficient. Instead, cross-lagged models, which measure all three types of variables at different time points, are necessary for testing mediation. Unfortunately, Asian researchers have again followed the footsteps of the suboptimal practice of time-lagged models. Using computer simulation data and a real-life dataset collected in China, we show that erroneous conclusions may be drawn even when the predictor, the mediator, and outcome variables are measured at different time waves under the time-lagged model. We propose a more appropriate procedure to use the cross-lagged model to test the exact causal ordering among the predictor, the mediator, and the outcome variable.     

Loyalty to supervisor and trust in supervisor of workers in Chinese joint ventures: a test of two competing models

This study examines the factors affecting joint venture employees' loyalty to supervisor in the People's Republic of China. The trust framework and justice framework are employed to develop two competing models for studying the antecedents and consequences of loyalty to supervisor in the context of Chinese joint ventures. The direct effect model proposes that there is a direct effect of employees' perception of interactional justice and of trust in supervisor on their loyalty to supervisor, while the mediation model considers trust in supervisor as a mediating variable between interactional justice and loyalty to supervisor. Additionally, the two models suggest that loyalty to supervisor affects the in-role job performance and organizational citizenship behaviour of workers. The results showed that the mediation model was better supported than the direct effect model. It has been found that trust in supervisor mediates the relationships between interactional justice and loyalty to supervisor. In addition, loyalty to supervisor has significant effects on both employees' performance and organizational citizenship behaviour. Practically, the findings of the present study provide considerable implications for managing Chinese workers in joint ventures.     

An empirical test of the model on managing the localization of human resources in the People's Republic of China

The localization of human resources has been a major objective for many transnational corporations (TNCs) in the People's Republic of China (PRC). After a review of related literature and in-depth interviews with six TNCs, Wong and Law (1999) developed a model explaining the localization process in the PRC. Based on this localization model, this study empirically tested the antecedents of successful localization results of 139 TNCs in the People's Republic of China. Results showed that, (1) whether or not localization had been identified as an important goal, (2) overall localization planning efforts and (3) actual human resources management practices were important factors leading to successful localization of expatriate positions. Implications of the results are discussed.     

Development and Validation of a Forced Choice Emotional Intelligence Measure for Chinese Respondents in Hong Kong

Emotional intelligence (EI) has been an emerging topic for psychological, educational, and management researchers and consultants in recent years. Unfortunately, there have been relatively few empirical studies on EI conducted with scientific rigor, especially in Asia. A recent study clarified the definition of EI as a set of mental abilities related to emotions, and developed a self-report EI measure by demonstrating the relationships between EI and life satisfaction, job performance, and job satisfaction for Chinese respondents. To facilitate future EI research and EI-related human resource practices in Asia, we develop an alternative EI measure in this series of four studies using forced choice items. Scenarios with alternative responses showing different levels of EI were generated in the first study, and 20 items were selected empirically. In the second study, pairs of abilities were generated and 20 EI items were paired with various ability facets. In the third study, we examined the social desirability of the 40 items developed in the first two studies. In the fourth study, these 40 EI items were cross-validated. The results indicated that this forced choice EI-scale had acceptable convergent, discriminant and predictive validity using life satisfaction, job performance, and job satisfaction as criterion variables. We discussed the implications of our findings in the conclusion.     

Differences between odd number and even number response formats: Evidence from mainland Chinese respondents

Scholars have speculated that the Chinese may be more reluctant to express their opinions strongly and that this may be reinforced if the odd number response format with a mid-point option of “no opinion” or “neither agree nor disagree” is provided. This may undermine the quality of survey data because less variances or even inaccurate information will be collected. This study provides empirical evidence from 532 mainland Chinese employees in Beijing to test this speculation. These employees were randomly assigned to complete either an odd number or even number response format questionnaire. In contrast to the speculation, in a wide variety of measures that are relevant to the area of organizational behavior (OB) and human resource management (HRM), it appears that the odd number response format does not show systematic differences when compared with the even number response format. This result holds even for some sensitive measures of personal beliefs, evaluation of and judgments about employing organizations, supervisors, and colleagues. Given the increasing number of studies surveying Chinese and other Asian respondents, we call for further research on this issue.     

Gender differences in the work commitment of Chinese workers: An investigation of two alternative explanations

This study explores the differences in work commitment between Chinese male and female employees. We develop a model that specifies the major antecedents of job and organizational commitment in the Chinese workplace. We then examine whether the gender differences can be attributed to factors related to gender role ideology or unfavorable work conditions encountered by women. Several hypotheses are formulated and tested with a data set collected from 582 employees in Beijing. The findings reveal that employee work commitment is related to organizational support, job characteristics, and perceptions of gender discrimination. Further, it is found that the level of job commitment of women is lower than that of men, whereas the level of organizational commitment is the same for both sexes. The lower level of job commitment of women is due largely to their stronger perception of gender discrimination, receiving less challenging job assignments, and engaging in a low level of leader–member exchange. The theoretical and practical implications of these findings are discussed.     

The Effect of Leader Positive Affectivity on Team Member Turnover Intention and Team Organizational Citizenship Behavior

This paper develops two models to investigate the effect of team leader positive affectivity (PA) on team member turnover intention and team organizational citizenship behavior (OCB), at the individual and team levels, respectively. A two-wave longitudinal study was conducted involving a survey of 58 team leaders and 174 team members in a large Chinese telecom company across a three-month period. We found that team members’ organization-based self-esteem (OBSE) at Time 1 mediates the relationship between team leader PA at Time 1 and team member turnover intention at Time 2, whereas team aggregated OBSE at Time 1 mediates the relationship between leader PA at Time 1 and team OCB at Time 2.     

Impression Management and Faking in Biodata Scores Among Chinese Job-Seekers

Based on a repeated measure of 164 Chinese university seniors on an established biodata instrument, it was found that subjects would fake in order to increase their chances of getting a job offer in addition to simply giving a socially desirable impression. It was also found that those who scored low on the biodata scale had a much higher magnitude of faking behaviors as compared with those who scored high on the scale. Scores on an integrity scale were found to be predictive of the magnitude of faking. The paper concludes with a discussion of the relationship between faking and social desirability and their effects on criterion validities of biodata instruments.