Relationship on Work-Related Values of Singaporean and Japanese Managers in Singapore

Abstract

This study attempts to assess work-related values in Singapore and how these work values may differ from those of another nationality. The aim of this study is to replicate Hofstede's model in the Singapore managerial context. A comparison is made between Singaporean Chinese managers and Japanese managers in Singapore. Hofstede's four value dimensions of Individualism, Power Distance, Uncertainty Avoidance and Masculinity are used. The mean Power Distance and Masculinity scores of Singaporean Chinese managers and Japanese managers are found to be different from the samples in Hofstede's study. These differences in work values indicate that interpretations of Hofstede's cultural constructs cannot be made without modifying or redefining the constructs in terms that are relevant to the cultural context. This finding is supported by the differences in factors that make up the Individualism and Masculinity value dimensions of Singaporean Chinese and Japanese managers. The differences in work values between are explained by cultural and national factors. The impact of these work values on work behavior is discussed with respect to implications on motivation, leadership, employment stability, and orientation toward work goals.

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