Organizational Commitment Across Cultures: The Impact of Antecedents on Korean Employees

Abstract

This study analyzed whether demographic and situational factors identified in the U.S.-based literature had the same antecedent influence on the commitment of 1192 employees in 27 large Korean firms. Consistent with U.S. studies, the Korean employees' position in the hierarchy, tenure in their current position and age all were significantly related to organizational commitment. Total tenure and education were not related. As for the situational antecedents, except for management style, all the others were significantly related. Specifically, as organization size increased, commitment decreased; as the structure became more employee focused, commitment increased; and the more positive the organizational climate perceptions, the more the commitment. Although the exceptions need to be explained, this study provides beginning evidence that the theoretical constructs predicting the organizational commitment of employees may have cross-cultural validity.

The impact of leadership styles on four variables of executives workforce

“…Sommer et al (1996) revealed that position, tenure and age were significantly related to employee commitment for korean subjects, which were consistent with the western results. Mitchell (2000) suggests that several factors account for generational differences in the attitudes and behaviour of workers.…”

Predictors of Later–Generation Family Members’ Commitment to Family Enterprises

“…We controlled for the proportion of family wealth invested in the family business using four discrete categories (< 25%; 25%-49%; 50%-74%; 75%-100%) because having greater investments may affect family members' motivation and commitment (Chen & Hsu, 2009). In the context of non-family firms, firm size has been shown to have a negative effect on organizational commitment, because as organizations become larger it is more difficult to be visible and feel engaged (Sommer, Bae, & Luthans, 1996). However, in family firms, the opposite may be true for family members as their visibility, power, and attraction to the firm may increase when the family enterprise is of a substantial size.…”

Career Stage Effect on Organizational Commitment: Empirical Evidence from Indian Banking Industry

“…Organizational commitment and age have been found to be positively related in a number of studies Glisson and Durick, 1988;Kushman, 1992;Mathieu and Zajac, 1990;Meyer and Allen, 1984;Meyer et al, 2002;Morris and Sherman, 1981;Newstrom, 2007;Salami, 2008;Sharma and Singh, 1991;Sommer et al, 1996;Suliman and Iles, 2000). However, not all studies have confirmed the relationship of age with organizational commitment (Camilleri, 2002;Chugtai and Zafar, 2006;Iqbal, 2010;Kwon and Banks, 2004).…”

“…Long-service employees also develop affective attachment to their organization. Therefore they tend to be more committed to the organization (Bosman, Buitendach, and Laba, 2005;Iqbal, 2010;Mathieu and Zajaz, 1990;Meyer and Allen 1984;Meyer et al, 1993;Meyer et al, 2002;Mottaz, 1988;Mowday et al, 1982;Newstrom, 2007;Reichers, 1985;Sommer et al, 1996;Suliman and Lles, 2000).…”