Empowerment and continuous improvement in the United States, Mexico, Poland, and India: Predicting fit on the basis of the dimensions of power distance and individualism.

Abstract

Although variations in national cultures predominate as explanation for the belief that universal approaches to management do not exist, there have been few reports of systematic studies. Data from employees of a single firm with operations in the United States, Mexico, Poland, and India were used to test the fit of empowerment and continuous improvement practices with national culture. Using the theoretical constructs of individualism-collectivism and power distance, the authors predicted that the practices would be more congruent in some cultures than in others and that value congruence would result in job satisfaction. Using structural equations modeling, the authors found that empowerment was negatively associated with satisfaction in India but positively associated in the other 3 samples. Continuous improvement was positively associated with satisfaction in all samples. Substantive, theoretical, and methodological implications are discussed.

Cross-cultural interaction and job satisfaction in cross-cultural organizations: A case study of two Thai companies founded and managed by Chinese people

“…Hui, Au & Fock (2004) examining the moderating effect of power distance on the relationship between empowerment and job satisfaction across 33 countries generally, and speci ically between Canadian and Chinese hotel employees, show that the relationship between empowerment and job satisfaction was stronger in countries with lower power distances. Similarly, Robert, Probst, Martocchio, Drasgow & Lawler (2000) examining the moderating role of culture in the relationship between employee empowerment and job satisfaction, found that empowerment was negatively associated with satisfaction in India but positively associated but positively associated the United States, Mexico, and Poland. Based on the concepts of individualism/collectivism and power distance, these authors suggest that such practices would be more common in some cultures than in others thereby affecting in job satisfaction.…”

Efek Komitmen Manajemen Puncak Terhadap Perilaku Pelayanan Karyawan Dengan Kepuasan Kerja Sebagai Variabel Mediasi

“…Disimpulkan bahwa penghargaan secara signifikan berhubungan dengan kepuasan kerja karyawan. Struktur penghargaan suatu organisasi mempunyai pengaruh terhadap kepuasan dan kesetiaan karyawan (Lawler 2000).…”

El papel de las tareas y los procesos en los resultados grupales: diferencias entre México y España

“…Sin embargo, y como se ha señalado, no hay soluciones universales en la gestión y dirección del personal y, el éxito de determinadas prácticas depende del ajuste entre las creencias y los valores inherentes a los modelos que se quieren introducir y los de los grupos y personas implicados en los cambios (Robert, Probst, Martocchio, Drasgow y Lawler, 2000).…”