Differences in the organizational-commitment?rewards relationship between Chinese managers and Japanese expatriates in manufacturing companies in China
Differences in the organizational-commitment?rewards relationship between Chinese managers and Japanese expatriates in manufacturing companies in China
复制标题
在华制造企业中籍管理人员与日籍管理人员组织承诺奖励关系的差异
DOI：
10.1108/ebhrm-09-2021-0196
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发表时间：
2022
期刊：
影响因子：
--
通讯作者：
Yasui Misako
中科院分区：
文献类型：
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作者：
Kokubun Keisuke;Yasui Misako
目的随着中国吸引越来越多的外国企业，如何提高东道国员工的组织承诺变得越来越重要。本研究旨在考察在华日本制造企业的中国经理人和日本侨民在OC与报酬的关系上的差异。本研究采用层次回归分析方法，对19家日本在华制造企业的539名中国经理人和354名日本侨民的调查数据进行了分析。研究结果表明，对中国经理人而言，角色明确性对OC的影响较大，自主性对OC的影响较弱。一个可能的原因是日本公司的种族中心主义文化，导致日本侨民没有充分赋予当地人力资源权力。此外，高级管理人员和初级管理人员在任何一种报酬与组织目标的关联性上没有差异。研究限制/暗示最显著的限制是其概括性。建议今后的研究以其他国家的外派人员为参照组，客观地阐明中国员工的特征，从而检验本研究的有效性。实践启示本研究的结果可能被用于重塑位于中国的几种类型公司未来的人力资源管理实践，以利于吸引和聘用最能对公司做出长期贡献的员工。原创性/价值虽然以前的研究已经阐明了特定国家的OC-薪酬关系，但它没有满足面临与东道国国家经理人员OC-薪酬关系差异的外派人员的潜在需求。在这个意义上，就作者所知，这项研究是通过对文献的贡献来解决这一主题的第一次尝试。
PurposeAs China attracts more and more foreign enterprises today, it is getting more important to consider how to enhance the organizational commitment (OC) of host country employees. This paper aims to examine the differences in the relationship between OC and rewards among Chinese managers and Japanese expatriates who work for Japanese manufacturing companies in China.Design/methodology/approachHierarchical regression analysis was used to analyze survey data gathered from 539 Chinese managers and 354 Japanese expatriates working for a total of 19 Japanese manufacturing companies in China.FindingsThe findings reveal that, for Chinese managers, role clarity had a stronger influence and autonomy had a weaker influence on OC than for Japanese expatriates. A possible reason is the ethnocentric culture of Japanese companies that leads to Japanese expatriates not sufficiently empowering local human resources. Moreover, there was no difference between senior- and junior-level Chinese managers in the association of any kind of reward with OC.Research limitations/implicationsThe most significant limitation concerns its generalizability. The authors recommend that future research use other nations' expatriates as reference groups to objectively clarify the characteristics of Chinese workers, thus testing the validity of this research.Practical implicationsThe results of this research may be used to reshape future human-resource-management practices in several types of the company located in China to facilitate attracting and employing the employees most able to make long-term contributions to the company.Originality/valueAlthough previous research has elucidated OC–rewards relation in particular countries, it has not met the potential requirements of the expatriates who face the difference in OC–rewards relation with host country national managers. In this sense, to the best of the authors’ knowledge, this research was the first attempt to tackle this theme by contributing to the literature.