Managerial Stress in Greater China: The Direct and Moderator Effects of Coping Strategies and Work Locus of Control

Abstract

La présente étude examine les effets directs et modérateurs des stratégies de défense (contrôle et support) et de la perception de contrôle au travail (extérieure) sur des relations stresseur-tension entre des gestionnaires de la grande Chine (la République populaire de Chine, Hong Kong, et Taiwan). Les données ont été recueillies, via un questionnaire autoadministré, auprès de 876 gestionnaires soit 249 (164 hommes, 85 femmes) en République populaire de Chine, 280 à Hong Kong (159 hommes, 120 femmes, 1 non classifié), et 347 (191 hommes, 151 femmes, 5 non classifiés) au Taiwan. Des effets directs et modérateurs pour les stratégies de défense et pour la perception de contrôle ont été démontrés pour quelques relations stresseur-tension dans les divers échantillons étudiés. self-administered survey method was employed to collect data from 249 (164 male, 85 female) managers in the PRC, 280 (159 male, 120 female, 1 unclassified) managers in Hong Kong, and 347 (191 male, 151 female, 5 unclassified) managers in Taiwan. The direct and moderator effects of control coping, support coping, and work locus of control on some stressor-strain relationships were demonstrated in the studied samples.

Work stress and problem gambling among Chinese casino employees in Macau

“…This study was conceptually based on the transactional theories of stress and coping (Lazarus 1991;Siu et al 2002;Zakowski, et al 2001), which have been widely used for decades in health and workplace studies, because their usefulness has been well documented (Bond and Bunce 2001;Glanz et al 2002;Perrewe and Zellars 1999;Siu et al 2002;Yu, et al 2006).…”

“…social support and spirituality) and coping strategies (e.g. emotion-focused and problem-focused) (Laubmeier et al 2004;Siu, et al 2002).…”

Job satisfaction and relative income in economic transition: Status or signal?

“…Studies of job satisfaction confined to workers in specific sectors include Leung et al (1996Leung et al ( , 2001 (hospitality); Fielding and Tang (1995) (healthcare); Leung, et al (2000) (education) and Shanfa et al, (1998) (steel). Studies focused exclusively on job satisfaction and/or job stress among managers include Lu et al, (2005), Spector et al (2004) and Siu et al (2002). Nielsen and Smyth (2008) is one study broader in coverage which examines the determinants of job satisfaction among urban residents across 32 cities for a range of industries and ownership forms.…”

Walking the tightrope between work and non-work life: strategies employed by British and Chinese academics and their implications

“…Their study also con-firms the nature of the sector and job influence on both availability of coping strategies, and subsequent choices. Research conducted in Western cultures that value individualism is not necessarily applicable to countries that are highly collectivist such as China (Phillips and Pearson 1996;Siu et al 2002). There is a need to understand the role of national culture as globalisation continues to shape and reform the context of HE (Bui, Ituma, and Antonacopoulou 2013).…”

“…Within WLB decision-making, elements of autonomy are moderated by "a wide range of cultural, institutional and structural factors" (Glover 2002, 263) and these factors have provided part of the explanation as to why there are society-wide similarities in WLB decisions (Ransome 2007). Evidence shows that the western perspective of WLB is not adequate in explaining work-life/family issues in the Chinese context (Ling and Powell 2001;Ren and Foster 2011), and major coping strategies adopted by employees in China or Asia are significantly different from their Western counterparts (Chandra 2012;Siu et al 2002;Xiao and Cooke 2012). For example, Chinese employees tend to accept work-life imbalance as a fact of life without feeling the need for the organisation to address it and they adopt various coping strategies of their own (Cooke and Jing 2009), whilst European and American employees take advantage of organisational flexible work arrangements and/or WLB programmes (Chandra 2012).…”