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Article: The significant role of Chinese employees' organizational commitment: Implications for managing employees in Chinese societies

TitleThe significant role of Chinese employees' organizational commitment: Implications for managing employees in Chinese societies
Authors
Issue Date2001
PublisherPergamon. The Journal's web site is located at http://www.elsevier.com/locate/jwb
Citation
Journal Of World Business, 2001, v. 36 n. 3, p. 326-340 How to Cite?
AbstractThe high rate of turnover has been a substantial problem in managing Chinese employees in joint ventures in the People's Republic of China. Organizations operating in the PRC face a dilemma of whether it is worthwhile to invest in better compensation packages and training and development programs if their employees will leave the organizations anyway. This study argues that because traditional Chinese culture values loyalty, guanxi and pao, organizations will benefit in the long run if they cultivate employees' organizational commitment. Data from two samples from the PRC and Hong Kong were analyzed to understand the role of organizational commitment in affecting other attitudinal antecedents (i.e., job satisfaction and turnover intention) to turnover. Results indicate that organizational commitment among Chinese employees has a much stronger effect on job satisfaction and turnover intention than results from studies conducted in the West. Our analysis provides strong support for the effect of Chinese traditional values in the modern Chinese work place. Practical implications for organizations operating in China are discussed. © 2001 Elsevier Science Inc.
Persistent Identifierhttp://hdl.handle.net/10722/177922
ISSN
2015 Impact Factor: 2.811
2015 SCImago Journal Rankings: 1.656
ISI Accession Number ID
References

 

DC FieldValueLanguage
dc.contributor.authorWong, CSen_US
dc.contributor.authorWong, YTen_US
dc.contributor.authorHui, Cen_US
dc.contributor.authorLaw, KSen_US
dc.date.accessioned2012-12-19T09:40:50Z-
dc.date.available2012-12-19T09:40:50Z-
dc.date.issued2001en_US
dc.identifier.citationJournal Of World Business, 2001, v. 36 n. 3, p. 326-340en_US
dc.identifier.issn1090-9516en_US
dc.identifier.urihttp://hdl.handle.net/10722/177922-
dc.description.abstractThe high rate of turnover has been a substantial problem in managing Chinese employees in joint ventures in the People's Republic of China. Organizations operating in the PRC face a dilemma of whether it is worthwhile to invest in better compensation packages and training and development programs if their employees will leave the organizations anyway. This study argues that because traditional Chinese culture values loyalty, guanxi and pao, organizations will benefit in the long run if they cultivate employees' organizational commitment. Data from two samples from the PRC and Hong Kong were analyzed to understand the role of organizational commitment in affecting other attitudinal antecedents (i.e., job satisfaction and turnover intention) to turnover. Results indicate that organizational commitment among Chinese employees has a much stronger effect on job satisfaction and turnover intention than results from studies conducted in the West. Our analysis provides strong support for the effect of Chinese traditional values in the modern Chinese work place. Practical implications for organizations operating in China are discussed. © 2001 Elsevier Science Inc.en_US
dc.languageengen_US
dc.publisherPergamon. The Journal's web site is located at http://www.elsevier.com/locate/jwben_US
dc.relation.ispartofJournal of World Businessen_US
dc.titleThe significant role of Chinese employees' organizational commitment: Implications for managing employees in Chinese societiesen_US
dc.typeArticleen_US
dc.identifier.emailHui, C: chunhui@hku.hken_US
dc.identifier.authorityHui, C=rp01069en_US
dc.description.naturelink_to_subscribed_fulltexten_US
dc.identifier.doi10.1016/S1090-9516(01)00058-Xen_US
dc.identifier.scopuseid_2-s2.0-0042406383en_US
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-0042406383&selection=ref&src=s&origin=recordpageen_US
dc.identifier.volume36en_US
dc.identifier.issue3en_US
dc.identifier.spage326en_US
dc.identifier.epage340en_US
dc.identifier.isiWOS:000170956100006-
dc.publisher.placeUnited Kingdomen_US
dc.identifier.scopusauthoridWong, CS=7404954427en_US
dc.identifier.scopusauthoridWong, YT=7403041678en_US
dc.identifier.scopusauthoridHui, C=7202876939en_US
dc.identifier.scopusauthoridLaw, KS=7202563432en_US

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