An Examination of the Relationship of Employee Involvement With Job Satisfaction, Employee Cooperation, and Intention to Quit in U.S. Invested Enterprise in China

Scott, K. Dow; Bishop, James W.; Chen, Xiangming

doi:10.1108/eb028960

Cited by 102 publications

(89 citation statements)

References 56 publications

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“…Although people in small power distance cultures tend to value work autonomy and freedom, people in high power distance cultures, such as China, tend to take hierarchical inequalities for granted (Aycan, Kanungo, & Sinha, 1999;Earley & Stubblebine, 1989;Hofstede, 1991;Mak, 1998;Nasierowski & Mikula, 1998). It is also suggested that they have been exposed to, have become tolerant of, and have even submitted to authoritarian and command-based leadership for decades (Hofstede, 2001;Schermerhorn & Nyaw, 1990;Scott et al, 2003;Walder, 1986). Eylon and Au (1999) reported that open communication and employee participation did not lead to increased job satisfaction and job performance for people in high power distance cultures.…”

Section: Potential Deviations Of Conflict Management Styles In the Chmentioning

confidence: 99%

“…Consequently, a leader has the right to maintain strong authority over subordinates, and the subordinates are obligated to obey. Prior studies have suggested that the communist tradition in China has given rise to a more command-based leadership behavior that emphasizes the loyalty and discipline of followers (Schermerhorn & Nyaw, 1990;Scott, Bishop, & Chen, 2003;Walder, 1986). In addition, compared with Western countries, China has a larger power distance culture that predisposes people to take the inequality between the powerful and the powerless for granted (Hofstede, 2001;House, Hanges, Javidan, Dorfman, & Gupta, 2004).…”

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confidence: 99%

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Managers’ conflict management styles and employee attitudinal outcomes: The mediating role of trust

Chan

Huang

2007

Asia Pacific J Manage

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This study examines the mediating effects of trust on the relationships between manager's conflict management styles (CMS) and employee attitudinal outcomes, as well as identifies the potential deviations in the areas of CMS and trust from the west in Chinese culture. One hundred sixty-nine employees in Guangzhou of China participated. As predicted, Integrating CMS of managers is found significantly correlated to trust and subordinates' job satisfaction and turnover intention. Trust fully mediates the link between Integrating CMS and subordinates attitudinal outcomes. Results also support the expectations concerning the deviations on the impacts of the uncooperative CMS on subordinates under Chinese culture. Discussion and implications are presented.Keywords Conflict management styles . Trust . Turnover intention . Job satisfaction . Chinese culture Conflict is part of organizational life. Managers spend up to 20% of their time in the workplace dealing with conflict or its aftermath (Schermerhorn, Hunt, & Osborn, 1998;Thomas & Schmidt, 1976). Conflict is considered to be a "natural process between people and, as such, is an inevitable aspect of a manager's job" (Markowich Asia Pacific J Manage DOI 10.1007/s10490-007-9037-4 The authors appreciate the valuable comments of the editor and the two anonymous reviewers on an earlier version of this paper. We would also like to thank the research committee of the University of Macau for funding this project.

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Section: Potential Deviations Of Conflict Management Styles In the Chmentioning

confidence: 99%

mentioning

confidence: 99%

Managers’ conflict management styles and employee attitudinal outcomes: The mediating role of trust

Chan

Huang

2007

Asia Pacific J Manage

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“…It focuses on effective storage and segregation of things is done (Gupta and Jain, 2014). Every employee enjoys their work in a clean and healthy environment which raises confidence (Scott et al, 2003). The high standard of workplace organisation can be ensured by standardisation (Lingareddy et al, 2013).…”

Section: Resultsmentioning

confidence: 99%

Enhancing reliability and quality for SMEs in India by using failure mode effect analysis and total productive maintenance

Waghmare¹,

Raut²,

Mahajan³

et al. 2017

IJICBM

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Abstract:The globalisation of markets, growth of customers' expectations, widening competition puts pressure on SMEs in India. To withstand with such issues and contend with large and global enterprises, SMEs need to implement inventive approaches in their operations. This study has empirically tested the effect of critical faults for machinery manufacturing such as equipment problem, procedure problem, personnel error, and design problem, training deficiency, and management problem, external phenomena and TPM pillars such as 5S, autonomous maintenance, continuous improvement (kaizen), planned maintenance, quality maintenance, education and training, safety, health environment control on SMEs in India. A survey was carried out on a sample of 473 manufacturing SMEs operating in the manufacture of machinery and equipment, packaging, automobile, chemical, food processing and metal processing in India. The Statistical Package for Social Sciences version 16 and scilab 5.3.3 is used to analyse data obtained. The hypotheses are tested and a generic model of FMEA and TPM is proposed for SMEs in India to improve their reliability and quality.Keywords: equipment problem; EP; procedure problem; PP; personnel error; design problem; DP; training deficiency; TD; management problem; MP; external phenomena; EXP; TPM pillars; SMEs India.Reference to this paper should be made as follows: Waghmare, S.N., Raut, D.N., Mahajan, S.K. and Bhamare, S.S. (2017) 'Enhancing reliability and quality for SMEs in India by using failure mode effect analysis and total productive maintenance', Int. J. Indian Culture and Business Management, Vol. 14, No. 1, pp.44-64. (1994)(1995), and 153 diploma (1996)(1997)(1998)(1999)(2000)(2001)(2002)(2003)(2004)(2005)(2006)(2007)(2008)(2009)(2010) dissertations. His research areas of interest are reliability-based design, product design and development, robust design, and operation research. Enhancing reliability and quality for SMEs in India

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“…Thirdly, the contingency model predicts that different outputs for PDM depend on the work situation. Scott et al (2003) suggested an environment in order that PDM increases employee satisfaction: (1) there is a willingness from employees to accept suggestions from others about their work; (2) PDM should improve employee commitment and feelings of ownership; (3) personal inputs from others improve employee positive feelings about their job; (4) people feel they have a responsibility to their work; (5) people enjoy the chance to interact with others during their tenure; and (6) the more lecturer participates in decision-making, the higher level he/she will commit to his/her organization. Ladd et al (2006) and Bhatti and Qureshi (2007) stated that participation promote lecturerloyalty to an organization.…”

Section: Accepted Rejectedmentioning

confidence: 99%

A Protrait Participation in Decision Making Among Accounting Lectures in Yogyakarta

Sukirno¹

2013

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As a developing country, Indonesia has been facing problems regarding finding the ways how to improve her higher education quality. In this study, lecturer participative decision making (hereafter abbreviated, PDM)) is observed and analysed to be linked with lecturer satisfation, commitment, and performance.Mail survey was used to collect the data. Open-ended questionnaires were distributed to the accounting lectures at faculty of economics and business in Yogyakarta Special Region, Indonesia. A total of 61usable packets of questionnaires were obtained by dual rater approach. Data were analyzed by employing tabulation, anovaandregressionanalysis.It is found that lecturer participation will increase lecturer performance. Nevertheles, lecturer participation is beyond the track of getting lecturer satisfaction and lecturer commitment. Lecturer participation may be useful to boost lecturer commitment based on the single rating. In response jangling results, theoritical and empirical discussion are presented to provide useful academic and managerial recomendations. Keywords: participative decision making, higher education, Indonesia POTRET PARTISIPASI DOSEN AKUNTANSI DALAM PENGAMBILAN KEPUTUSAN DI INDONESIAAbstrak: Sebagai negara berkembang, Indonesia menghadapi persoalan erkait dengan peningkatan kualitas pendidikan tinggi. Penelitian ini bertujuan untuk mengamati, mendeskripsi dan menganalisis partisipasi dosen dalam pengambilan keputusan dan pengaruhnya terhadap kepuasan, komitmen, dan kinerja dosen. Survei menggunakan angket semi terbuka dengan menggunakan rater ganda dilakukan untuk mengumpulkan data penelitian. Sejumlah 61 dosen akuntansi dari berbagai fakultas ekonomika dan bisnis di Daerah Istimewa Yogyakarta berpartisipasi dalam penelitian ini. Data yang diperoleh dianalisis dengan menggunakan tabulasi, Anova test dan analisis Regresi. Hasil penelitian berbasis pada single rating menunjukkan partisipasi dosen dalam pengambilan keputusan berpengaruh terhadap kinerja dosen, namun demikian partisipasi dosen tidak terbukti berpengaruh terhadap kepuasan dan komitmen dosen. Kesimpulan yang berbeda atas hasil analisis dalam penelitian ini didiskusikan dan dipresentasikan agar dapat dibuat rekomendasi akademik dan managerial yang berguna.Kata Kunci: pengambilan keputusan partisipatif, perguruan tinggi, Indonesia

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An Examination of the Relationship of Employee Involvement With Job Satisfaction, Employee Cooperation, and Intention to Quit in U.S. Invested Enterprise in China

Cited by 102 publications

References 56 publications

Managers’ conflict management styles and employee attitudinal outcomes: The mediating role of trust

Managers’ conflict management styles and employee attitudinal outcomes: The mediating role of trust

Enhancing reliability and quality for SMEs in India by using failure mode effect analysis and total productive maintenance

A Protrait Participation in Decision Making Among Accounting Lectures in Yogyakarta

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