Employee Attitudes and Behavioral Intentions: A Test of the Main and Moderating Effects of Individualism-Collectivism Orientations

Abstract

In this study, we examine whether individualism/collectivism (I/C) orientations predict employee attitudes and behavioral intentions, and also consider whether I/C orientation moderates the relationship between equity perceptions and these variables. Four hundred and two employees from 11 high technology and financial services companies participated in this study. Results indicated that the competitiveness dimension of I/C moderated the relationships between equity perceptions and effort, and equity perceptions and obligations towards teamwork. Similarly, the solitary work preference dimension of I/C moderated the relationships between equity perceptions and career intent, and equity perceptions and obligations towards teamwork. The interactions between equity perceptions and I/C dimensions produced interesting effects. The results suggest that varying levels of equity perceptions are associated with different effects on employee attitudes and behavioral intentions depending on the level of employee individualism or collectivism orientations. Also, the solitary work preference dimension of I/C was positively related to organizational commitment contrary to the hypothesized direction. Implications for research and practice are discussed.

A study of the relationship between exit, voice, loyalty and neglect and commitment in India

“…In a collectivist culture such as India, employees may put the interest of the organization ahead of theirs (Ramamoorthy & Flood, 2002;Budhwar et al, 2008). Therefore, employees with strong attitudinal attachment to the organization may be willing to take the risk of speaking up and perhaps violate the cultural norms of respecting authority to stop the organization from deteriorating.…”

“…Second, an alternative explanation could be the fact that in a collectivist culture such as India, individuals subordinate their personal goals for the sake of the organization regardless of their level of attachment to the organization (Ramamoorthy & Carroll, 1998;Saini & Budhwar, 2008). Ramamoorthy et al (2007) note that employees in India are bounded by the social perimeter of their groups (Ramamoorthy & Flood, 2002) and the relationship between an employee and the organization extends beyond One plausible explanation is that individuals who do not have better options outside the organization may stay loyal to the organization out of necessity rather than desire or sense of obligation. We suggest that future research unpacks the concept of loyalty and distinguishes between individuals' loyalty stemming from desire and obligation to help the organization and necessity because of lack of options outside the organization.…”

Intergenerational and Intercultural Differences in Work Values in Quebec and the United Arab Emirates

“…The fact that values associated with "individualism" in their study and the values associated with our "self-enhancement" pole do not exactly correspond may account for our divergent results. Further studies should be performed using other measures of individualism, such as that of Ramamoorthy and Flood (2002), in order to retest the relationships between work values, the Islamic work ethic and individualism.…”

Çalışan Genç Kadınların Kişilik Profilleri ve Bireycilik-Toplulukçuluk Özellikleri

“…B/T özelliklerinin, çalışan-organizasyon uyumu açısından, kar amaçlı işletmelerden ayrı olarak özellikle kamu kurum ve kuruluşlarında (bireylerin amaçlara yatkın olması bağlamında) hizmetlerinin yönetiminde önemli olduğu vurgulanmaktadır (Wright ve Pandey, 2008). Ayrıca ekip çalışması, örgütsel bağlılık, çalışma süresi, iş doyumu, iş hedefleri, çatışma yönetim stili, işbirliği yapma, karar verme, grup performansı, kurumsal performans, tutumlar gibi iş ortamına özgü değerlerin bir çoğu da B/T boyutların altında yatan ya da ilişkili değişkenler olarak kabul edilmektedir (Bontempo, 1993;Hui ve Yee, 1994;Lam ve vd., 2002;Lee ve Yu, 2004;Morris ve vd., 1998;Parkes ve vd., 2001;Ramamoorthy ve Flood, 2002;Wagner, 1995). Buna karşın örgütlerde, bölüm ya da birim kültürü, örgüt kültüründen daha fazla örgütsel bağlılığı etkilemektedir (Lok ve Crawford, 2001).…”