Is the Impact of a Support System on Job Satisfaction Different between Employees in Taiwan and Mainland China?

Abstract

From the perspective of social exchange theory (SET), the study examines a mediated model linking perceived human resource management (HRM) practices and perceived supervisor support (PSS) with work engagement and job satisfaction. This study also empirically investigates the invariance of subgroups among 1362 full-time employees recruited from Taiwan and Mainland China. The results show that work engagement strongly was linked to job satisfaction and mediated the relationship between perceived HRM practices and PSS. In addition, no significant of different groups is evident in the structural relations among the employees in Taiwan and Mainland China. The findings suggest that the enactment of positive behavioral outcomes because of engagement and job satisfaction largely depends on organizational support, including HRM practices and supervisor encouragement.