Education, organizational commitment, and rewards within Japanese manufacturing companies in China
Education, organizational commitment, and rewards within Japanese manufacturing companies in China
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在华日本制造企业的教育、组织承诺和奖励
DOI：
10.1108/er-12-2016-0246
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发表时间：
2018
影响因子：
3.4
通讯作者：
K. Kokubun
中科院分区：
文献类型：
--
作者：
K. Kokubun
本研究旨在探讨在华日资制造企业员工的组织承诺与外在报酬、内在报酬和社会报酬之间的关系。本研究以64家在华日资制造企业的27，854名员工为调查对象，采用分层回归分析方法，研究结果表明，外部报酬、社会报酬和内部报酬的变量与组织合作行为密切相关，这表明日本企业组织合作行为的前因与中国和西方其他类型企业的前因不同。大学毕业生和其他员工之间的进一步比较表明，与非大学毕业生相比，外在和内在奖励对组织合作的影响更大，而社会奖励对组织合作的影响更大。本研究使用了个体受访者的自我报告数据，这可能导致了常见的方法偏倚。未来的研究可能会考虑包括监督者评分量表，以加强研究设计和减少常见的方法偏倚。在华日资企业兼具西方和中国的特点，因此在人力资源管理方面，经常采用平衡的做法。为了提高员工的组织文化，特别是那些教育程度较低的员工，最有效的方法是不仅关注某些特定的奖励，而且关注更多种类的奖励。然而，平衡的人力资源管理可能不会同样有效地提高大学毕业生的组织合作，他们更喜欢获得更多的外在和内在的奖励和较少的社会奖励。由于日本公司有时被认为是不太有吸引力的工作场所，特别是对大学毕业生来说，这项研究的结果可以帮助人力资源专业人员修改他们的人力资源管理战略，并雇用能够长期为中国分公司做出贡献的员工。本研究以大学毕业生和非大学毕业生的差异为中心，利用大量的意见数据，对在华日企员工的组织承诺如何得到提高进行了调查。
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.,Hierarchical regression analysis was utilized to examine survey data obtained from 27,854 employees, who work for 64 Japanese manufacturing companies in China.,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.,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.,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.,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.
日本管理的创新与变革
DOI：
--
发表时间：
2009
期刊：
影响因子：
--
作者：
古川一郎;守口剛;阿部誠;西島 博樹 (共著);Parissa Haghirian
通讯作者：
Parissa Haghirian
日本跨国企业总部人力资源管理实践与全球人员配置
DOI：
--
发表时间：
2011
期刊：
Proceedings of 28th Annual Conference of Euro-Asia Management Studies Association(EAMSA)
影响因子：
--
作者：
S. Nakamura;A. Staples;and K. Harimaya
通讯作者：
and K. Harimaya
与交换相关的关联规则族的分类
DOI：
--
发表时间：
2021
期刊：
影响因子：
--
作者：
Itatani Masaki;Fang Qing;Lagzi Istv?n;Nabika Hideki;秋山正和，石原（石田）すみれ，須志田隆道，芳賀永;齋藤正顕;関 隆宏
通讯作者：
関 隆宏