Job satisfaction: what is its true meaning in Greater China?

2009 ◽  
Vol 1 (2) ◽  
pp. 155-164 ◽  
Author(s):  
Yong Han ◽  
Nada K. Kakabadse
Keyword(s):  
Job Satisfaction ◽  
Organizational Behavior ◽  
Cultural Values ◽  
Cultural Context ◽  
Multinational Enterprises ◽  
Organizational Outcomes ◽  
Work Outcomes ◽  
Cultural Perspective ◽  
Content Type ◽  
Greater China

PurposePreviously, researchers have performed studies on job satisfaction and organizational behavior outcomes in Western contexts. The purpose of this paper is to explore whether economic prosperity or cultural perspective may explain why job satisfaction may not be an effective predictor of organizational outcomes in Greater China. Researchers need more empirical evidence to understand the nature of the relationship between job satisfaction and work outcomes in a non‐Western context in general and in Greater China in particular.Design/methodology/approachThe paper represents a conceptual work that draws on the metrical literature review within the field of organizational behavior.FindingsReview of empirical studies regarding job satisfaction shows that in Greater China, including Mainland China, Taiwan, and Hong Kong, job satisfaction has a different meaning than those presented in Western organizational behavior literature. The differences in the meaning of job satisfaction between Western interpretation and Eastern (i.e. Chinese) interpretation can be explained by differing Western and Eastern cultural values rather than stages of economic development. Thus, both scholars and practitioners are able to re‐examine the concept, construct and correlates between job satisfaction and its organizational outcomes in Greater China.Practical implicationsThe paper has implications for global management awareness in understanding complex meanings of job satisfaction and work outcomes in multinational enterprises and international joint ventures in Greater China.Originality/valueThe paper's findings raise awareness of potential shortcomings in using Western concepts, models and practices in Greater China and other non‐Western cultures. Moreover, it highlights the importance of cultural context and a need for further research in the area of organizational behavior from a Chinese cultural perspective.

scholarly journals Please Like Me: Ingratiation as a Moderator of the Impact of the Perception of Organizational Politics on Job Satisfaction

2021 ◽  
Vol 18 (14) ◽  
pp. 7455
Author(s):  
Triana Fitriastuti ◽  
Pipiet Larasatie ◽  
Alex Vanderstraeten
Keyword(s):  
Job Satisfaction ◽  
Negative Impact ◽  
Adaptive Strategy ◽  
Organizational Politics ◽  
Organizational Outcomes ◽  
Cultural Perspective ◽  
Moderator Variable ◽  
Negative Impacts ◽  
Perception Of Organizational Politics ◽  
The Impact

Drawing from the negative impacts of the perception of organizational politics (POP) on the literature on organizational outcomes, the model proposed in this study examines a nonlinear relationship of POP on job satisfaction. In a similar way, ingratiation as a moderator variable is tested. Based on a survey of 240 state-owned enterprise employees in Indonesia, this study finds that POP exhibits an inverted U-shaped relationship with job satisfaction. Low and high levels of POP have a negative impact on job satisfaction. Nevertheless, our most intriguing finding is that ingratiation behavior not only strengthens POP’s effects on job satisfaction, but can also alter the direction of the relationship in which its shape is represented by a U-shape. This shape indicates that the employees who engage in high levels of ingratiation as a coping mechanism and adaptive strategy tend to do so when they perceive high degrees of POP. These results are then discussed from a cross-cultural perspective as an attempt to explain the legitimacy of ingratiation in Indonesia.

Examining police officers’ perceptions of stress: the role of Person−environment fit

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rachael Rief ◽  
Samantha Clinkinbeard
Keyword(s):  
Job Satisfaction ◽  
Police Officers ◽  
Well Being ◽  
Work Outcomes ◽  
Cross Sectional Survey ◽  
Organizational Fit ◽  
Cross Sectional ◽  
Content Type ◽  
The Relationship ◽  
Overall Job Satisfaction

PurposeThe purpose of the study was to examine the relationship between officer perceptions of fit in their organization and stress (organizational and operational), overall job satisfaction and turnover contemplation (within the last 6 months).Design/methodology/approachThe authors used cross-sectional survey data from a sample of 832 officers from two Midwest police departments to examine the relationships between fit, stress and work-related attitudes.FindingsPerceived stress and organizational fit were strong predictors of overall job satisfaction and turnover contemplation; organizational fit accounted for the most variation in stress, satisfaction and turnover contemplation. Organizational stress partially mediated the relationship between organizational fit and job satisfaction and organizational fit and turnover contemplation.Research ImplicationsMore research is needed to identify predictors of organizational fit perceptions among police officers.Practical implicationsFindings indicate that agencies should pay close attention to the organizational culture and structure when trying to address issues of officer well-being and retention. Further, the person−environment framework can be a useful tool in examining police occupational outcomes.Originality/valueThe authors findings contribute to research on officer stress by exploring perceptions of organizational fit as a predictor of stress and unpacking how officer stress matters to important work outcomes, including job satisfaction and thoughts of turnover, by considering stress as a mediator between organizational fit and these work outcomes.

Job satisfaction in the global MNE: does distance matter?

2019 ◽  
Vol 26 (3) ◽  
pp. 337-362
Author(s):  
Gwyneth Edwards ◽  
Abdulrahman Chikhouni ◽  
Rick Molz
Keyword(s):  
Job Satisfaction ◽  
Organizational Behavior ◽  
Business Strategy ◽  
Negative Impact ◽  
Multinational Enterprise ◽  
Past Research ◽  
Institutional Distance ◽  
High Tech ◽  
Firm Level ◽  
Content Type

Purpose The purpose of this paper is to investigate how the relative institutional distance of the subsidiary from the multinational enterprise (MNE) headquarters influences job satisfaction in the subsidiary. The authors argue that job satisfaction in the MNE subsidiary will be influenced by the institutional distance between the firm’s home (headquarter) and host (subsidiary) countries, such that the greater the institutional distance, the less satisfied the subsidiary employees. The authors also argue that the degree of function interdependence (global vs local roles) will moderate this relationship, such that high interdependence will result in lower job satisfaction as distance increases. Design/methodology/approach Using data from a global high-tech Canadian MNE, consisting of over 15,000 employees located in 19 subsidiaries, the research undertakes an empirical investigation that identifies if and how job satisfaction varies between countries and tests the influence of subsidiary-level institutional distance from the headquarters on subsidiary-level job satisfaction, using a multilevel model. Findings The results demonstrate that subsidiary distance from the headquarters has a complex effect on subsidiary-level job satisfaction; in some distances, no effect is found, while in others, either some or all job satisfaction facets are affected (depending on the distance and facet) in both positive and negative ways. Unlike much of the past research on distance, which has treated distance as a barrier to be overcome or reduce (Stahl et al., 2016), the paper’s finding demonstrate that “negative” distance operates independently (and at varying strengths and significance) than “positive” distance, due to underlying mechanisms. Research limitations/implications There is a real opportunity to push ahead on linking international business strategy research with organizational theory and organizational behavior research. To do so, it requires not only a positive organizational scholarship approach (Stahl et al., 2016) but also methods that will allow researchers to study the influence of distance on mechanisms and processes, as opposed to stand-alone variables. The authors therefore suggest that future work in this area pursue qualitative methods as called for by Chapman et al. (2008). Practical implications Findings are surprising, in that results vary across job facets and distances. Practitioners need to therefore focus on the mechanisms that influence job satisfaction, not just differences and their potential negative impact. Originality/value The firm-level study provides a rich perspective on the complex way in which country-level differences influence subsidiary-level job satisfaction.

scholarly journals White and minority employee reactions to perceived discrimination at work: evidence of White fragility?

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Eddy S. Ng ◽  
Greg J. Sears ◽  
Muge Bakkaloglu
Keyword(s):  
Job Satisfaction ◽  
Work Stress ◽  
Turnover Intentions ◽  
Perceived Discrimination ◽  
Well Being ◽  
Work Outcomes ◽  
Negative Effects ◽  
Content Type ◽  
Work Settings ◽  
Professional Worker

PurposeBuilding on the notion of “White fragility,” this study aims to explore how Whites react and cope with perceived discrimination at work. Specifically, the authors explore whether: (1) Whites react more negatively than minorities when they perceive discrimination at work and (2) Whites are more likely than minorities to restore the status quo by leaving the situation when they perceive discrimination at work.Design/methodology/approachData for this study were obtained from the Professional Worker Career Experience Survey. In total, 527 working professionals from multiple organizations across the central USA participated in the survey.FindingsThe authors find evidence that Whites experience more negative psychological effects (i.e. lower job satisfaction and higher work stress) from perceived discrimination than minority employees and are more likely to act to restore conditions of privilege by leaving their current job and employer. The stronger negative effects of perceived discrimination for Whites (vs minorities) were restricted to work outcomes (job satisfaction, work stress, turnover intentions from one's employer) and were not evident with respect to perceptions of overall well-being (i.e. life satisfaction), suggesting that White fragility may play a particularly influential role in work settings, wherein racial stress may be more readily activated.Originality/valueConsistent with the notion of White fragility, the study’s results demonstrate that the deleterious impact of perceived discrimination on employee work outcomes may, in some cases, be stronger for White than minority employees.

Nigerian corruption complex: rethinking complementarities to curative measures

2018 ◽  
Vol 25 (2) ◽  
pp. 576-588
Author(s):  
Moses Udo Ikoh
Keyword(s):  
Cultural Values ◽  
Cultural Perspective ◽  
Content Type ◽  
Secondary Sources ◽  
Legal Remedies ◽  
National Values ◽  
Causative Factors ◽  
Institutional Responses ◽  
Emerging Culture ◽  
Values Orientation

Purpose The purpose of this paper is to examine the emerging corruption complex in Nigeria, the cultural nexus that influence its enculturation, dynamics and the amoral values that tend to shape it. Design/methodology/approach The paper drew data largely from documentary and empirical secondary sources for analysis. Findings Current institutional responses are not effective and cannot be sustainable in the fight against corruption. The enculturation process needs to be countered through measures other than arrest, prosecution and punishment to include mass mobilisation, values orientation, conscientisation and sensitisation of Nigerians on the evils of corruption. Research limitations/implications The endemicity of corruption in Nigeria suggests the multiplicity of its causative factors. But this study focuses only on primordial cultural fault line which hinders collective conscience in the fight against corruption. Practical implications Implementing the suggestions on moral awakening – value orientation, conscientisation, mass mobilisation and sensitisation – is thought of as enthronement of national values as opposed to primordial ethnic cultural values. It would complement the legal remedies in the fight against corruption. Social implications The building of character of Nigerians alongside existing laws on corruption will checkmate emerging culture of corruption that is attracting adherents in both business and bureaucratic activities in the countries. Originality/value The paper takes a cultural perspective and explains how primordial cultural values inhibit natural cultural values to enthrone amoral values that have contributed to the emergence corruption complex in Nigeria.

Mitigating influence of transcendence on politics perceptions’ negative effects

2018 ◽  
Vol 33 (2) ◽  
pp. 176-195 ◽  
Author(s):  
Diane Lawong ◽  
Charn McAllister ◽  
Gerald R. Ferris ◽  
Wayne Hochwarter
Keyword(s):  
Job Satisfaction ◽  
Cognitive Style ◽  
Emotional Exhaustion ◽  
Work Outcomes ◽  
Work Effort ◽  
Negative Effects ◽  
Content Type ◽  
Individual Level ◽  
Working Adults ◽  
Job Tension

Purpose The purpose of this paper is to examine how a cognitive process, transcendence, moderates the relationship between perceptions of organizational politics (POPs) and several work outcomes. Design/methodology/approach Participants across two studies (Study 1: 187 student-recruited working adults; Study 2: 158 information technology employees) provided a demographically diverse sample for the analyses. Key variables were transcendence, POPs, job satisfaction, job tension, emotional exhaustion, work effort, and frustration. Findings Results corroborated the hypotheses and supported the authors’ argument that POPs lacked influence on work outcomes when individuals possessed high levels of transcendence. Specifically, high levels of transcendence attenuated the decreases in job satisfaction and work effort associated with POPs. Additionally, transcendence acted as an antidote to several workplace ills by weakening the increases in job tension, emotional exhaustion, and frustration usually associated with POPs. Research limitations/implications This study found that transcendence, an individual-level cognitive style, can improve work outcomes for employees in workplaces where POPs exist. Future studies should use longitudinal data to study how changes in POPs over time affect individuals’ reported levels of transcendence. Practical implications Although it is impossible to eliminate politics in organizations, antidotes like transcendence can improve individuals’ responses to POPs. Originality/value This study is one of the first to utilize an individual-level cognitive style to examine possible options for attenuating the effects of POPs on individuals’ work outcomes.

Linking authoritarian leadership to employee organizational embeddedness, LMX and performance in a high-power distance culture: a mediation-moderated analysis

2020 ◽  
Vol 13 (3) ◽  
pp. 393-411 ◽  
Author(s):  
C. Muhammad Siddique ◽  
Hinna Fatima Siddique ◽  
Shama Urooj Siddique
Keyword(s):  
Job Satisfaction ◽  
High Power ◽  
Negative Impact ◽  
Power Distance ◽  
Work Outcomes ◽  
Content Type ◽  
Authoritarian Leadership ◽  
High Power Distance ◽  
Organizational Embeddedness ◽  
And Performance

PurposeThis study has two primary objectives: (1) to shed light on the mechanism by which authoritarian leadership unfolds its impact on such critical aspects of subordinates' work lives as job satisfaction and in-role performance and (2) to identify the moderating conditions which place limits on the impact of authoritarian leadership on work outcomes.Design/methodology/approachData were collected on 552 supervisor-subordinate dyads from the United Arab Emirates. A series of research hypotheses were tested using a mixed-method statistical approach, including CFA and moderated hierarchical regression analysis.FindingsAs predicted, authoritarian leadership exerts negative impact on subordinates' job satisfaction and performance through poor quality LMX and weak employee organizational embeddedness. Both LMX and employee embeddedness mediated the negative relationship between authoritarian leadership and outcome measures while power distance moderated the relationship of authoritarian leadership with LMX and employee organizational embeddedness. Low power distance orientation was found to exacerbate the negative impact of authoritarian leadership on the quality of both LMX relationships and employee embeddedness.Research limitations/implicationsThe study shares limitations of most studies cast in the survey research design.Practical implicationsThe findings underscore the importance of work environment in nurturing high quality LMX relationships and employee organizational embeddedness to buffer the negative effect of authoritarian leadership on subordinates' job satisfaction and performance. In high power distance cultures where workplace inequality is largely rationalized, subordinates who perceive their leaders as authoritarian tend to show low job satisfaction and poor in-role performance. These findings illustrate the importance of management intervention in the early stage of recruitment and selection to attract managers receptive to egalitarian leadership approaches who can equip subordinates with appropriate resources to enhance their job satisfaction and performance outcomes.Originality/valueThe study offers valuable new insights into the mechanism by which authoritarian leadership influences work outcomes in a high-power distance culture. It represents first systematic effort in the Middle Eastern context to identify the conditions that mediate the linkage between authoritarian leadership and work outcomes. The study adds value to the literature by investigating the moderating role of power distance at the individual level of analysis. It detects significant differences in subordinates' perception of power inequality in the workplace in a culture viewed as a high-power distance culture and illustrates how such differences in turn shape the quality of LMX and employee organizational embeddedness.

scholarly journals Dispositional and situational factors at work

2019 ◽  
Vol 33 (1) ◽  
pp. 49-70 ◽  
Author(s):  
Lucas Pujol-Cols ◽  
Guillermo E. Dabos
Keyword(s):  
Job Satisfaction ◽  
Latin America ◽  
Organizational Behavior ◽  
Psychometric Properties ◽  
Situational Factors ◽  
Spanish Version ◽  
Future Research ◽  
Content Type ◽  
Dispositional Factors ◽  
Core Self

Purpose The purpose of this paper is to examine the psychometric properties of the Spanish version of the Core Self-Evaluations Scale (CSES) and the Brief Index of Affective Job Satisfaction (BIAJS) in terms of internal consistency and factor structure and to, subsequently, analyze the influence of a set of dispositional factors (namely, core self-evaluations, CSEs) and situational factors (namely, psychosocial factors) on job satisfaction. Design/methodology/approach In total, 209 academics from an Argentinian university completed online surveys at two stages, separated in time, to reduce the common method bias. Findings The Spanish version of the CSES and the BIAJS showed acceptable psychometric properties, which were similar to those previously reported in North-American, European and Asian settings. Hierarchical regression analyses revealed that both situational and dispositional factors are significant predictors of job satisfaction. Research limitations/implications The CSES and the BIAJS seem to be valid and reliable instruments for assessing CSEs and job satisfaction, respectively, in Latin America. The adoption of an interactionist approach that includes both situational and dispositional factors is crucial in future research examining job satisfaction. Practical implications Managers should carefully evaluate the personality traits of candidates during personnel selection, as well as the working conditions they offer to their employees, since both factors seem to affect job satisfaction. Originality/value This paper contributes to the validation of two scales that may promote future organizational behavior/psychology research in Latin America. In addition, it provides empirical evidence on the relative influence of a set of situational and dispositional factors on job satisfaction, thus contributing to the resolution of the person-situation debate.

Organizational citizenship behaviour

2015 ◽  
Vol 23 (2) ◽  
pp. 285-301 ◽  
Author(s):  
Seth Ayim Gyekye ◽  
Mohammad Haybatollahi
Keyword(s):  
Job Satisfaction ◽  
Cultural Values ◽  
Organizational Citizenship ◽  
Older Workers ◽  
Cultural Influences ◽  
Internal Consistency Reliability ◽  
Industrial Workers ◽  
Cross Sectional ◽  
Content Type ◽  
Age Cohorts

Purpose – The study aims to examine the extent to which age and job satisfaction levels were predictive of organizational citizenship behaviours (OCB). From a practical perspective, understanding age- and job satisfaction-related participation in OCB would benefit management’s decisions regarding workers’ adaptability, general work effectiveness and the effective handling of demographic-dependant organizational characteristics. Members of the sample were 320 Ghanaian industrial workers. Design/methodology/approach – Data were collected by cross-sectional self-reports. The internal consistency reliability was tested with Cronbach’s alpha. A one-way ANOVA and post-hoc analyses were used to compare the mean scores of the four age-cohorts. Hierarchical multiple regression was used to test the main and interaction effects of age and job satisfaction on OCB. A two-way interaction effect of age and job satisfaction on OCB was produced and illustrated graphically. Findings – Both independent variables were predictive of OCB. Age was a significant predictor of OCB in this sample. In contrast to Western studies, older workers were more active in citizenship behaviours than their younger counterparts. The data also indicated job satisfaction to be a significant predictor of citizenship behaviours. Compared to older workers, younger workers’ citizenship behaviours were significantly influenced by job satisfaction. Results were interpreted in the context of East/West cultural values, with special emphasis on Ghanaian cultural influences on OCB. Implications of the findings are discussed. Originality/value – The study explored for the first time, the joint impact of age and job satisfaction on citizenship behaviours.

Study on Chinese Brand cultural archetype: theory building and cross-cultural comparison

2020 ◽  
Vol 3 (1) ◽  
pp. 57-80
Author(s):  
Yingwei Liu ◽  
Tao Wang ◽  
Ling Zhou ◽  
Chunyan Nie
Keyword(s):  
Cultural Context ◽  
Cultural Psychology ◽  
Cross Cultural ◽  
Essential Difference ◽  
Cultural Perspective ◽  
Inspection Method ◽  
Content Type ◽  
Cross Cultural Comparison ◽  
Brand Culture ◽  
Power Enhancement

PurposeThe essence of “Chinese element” has been pinpointed as the representation of national cultural archetype resource of China, which reflects to the overall power enhancement of China. Applying the Chinese national cultural archetype resource, which will be used for promoting the Chinese Brand internationalization, aims for the consumers' approval with the hope of integrating and spreading the unique cultural advantage of Chinese brand. The recognizing of Chinese brand's cultural archetype in this paper has constituted the basis of Chinese brand's cultural archetype strategy.Design/methodology/approachBased on the Grounded Theory, this paper has collected and analyzed the value symbols, character images and theme stories of Chinese narrative advertisements and constructed the cultural archetype framework of Chinese brands. This paper makes a comprehensive application of Charmaz's constructivist analysis and the main axis analysis and inspection method advocated by Strauss, with the aim of building a more objective and systematic theoretical framework for the Chinese brand cultural archetype.FindingsIn this framework, it revealed: (1) Chinese brand's cultural archetype can be divided into 12 concrete archetypes according to individual's relationship with self, the other, community and nature; (2) Consumers' different ways of self-categorization are attributed as the essential difference among various archetypes. This paper also compared and analyzed the differences between Chinese and Western cultural archetypes from three perspectives, formation of social structure, pedigree of myth and character's feature.Originality/valueThis paper has certain innovative significance to the theoretical construction of the archetype of Chinese brand culture. First, based on the cultural perspective, this paper applied the cultural psychological connotation of archetype to the brand research across culture, which is more conducive to the researchers' investigation of the cultural psychology of consumers in the cross-cultural context? Second, based on the identification and comparative study of Chinese brand culture archetype, it provides a new expansion and supplement for the research on brand internationalization and globalization in emerging countries.

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