Organizational commitment of Chinese employees in foreign-invested firms

Gamble, Jos; Huang, Qihai

doi:10.1080/09585190801993893

Cited by 58 publications

(66 citation statements)

References 57 publications

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“…Fourthly, the average age of employees included in this study is relatively young. That said, it is notable that retail employees generally "are typically young and inexperienced workers" (Ackfeldt & Coote, 2005, p. 151), and this is paralleled in other studies using Chinese retail samples (e.g., Gamble, 2008;Huang & Gamble, 2011Lam, Walter, & Ouyang, 2014;Leung, 1997). In addition, those aged 25 to 35 are the main age group targeted by FIEs in China (Financial Times, 2006).…”

Section: Limitationssupporting

confidence: 48%

“…Additionally, both authors are Chinese and English bilinguals, one being a native speaker. To maximise translation equivalence (Mullen, 1995), & Huang, 2008& Huang, , 2009Huang & Gamble, 2011. Except where noted, survey items were measured on five-point Likert-format scales (1 = strongly disagree or very dissatisfied; 5 = strongly agree or very satisfied).…”

Section: Methodsmentioning

confidence: 99%

Section: Organisational Ownership and The Retail Industrymentioning

confidence: 99%

“…As shown in Table 1, the majority of respondents were non-managerial employees (83.2%), aged below 28 years of age (61.6%), female (52.8%), and had education equivalent to senior high school or below (72%). Table 1 about Huang, 2008Huang, , 2009Huang & Gamble, 2011. Except where noted, survey items were measured on five-point Likert-format scales (1 = strongly disagree or very dissatisfied; 5 = strongly agree or very satisfied).…”

Section: Sample and Proceduresmentioning

confidence: 99%

“…Empirically, studies highlight correspondingly significant differences in terms of HRM, organisational culture and individual attitudes and Page 6 of 41 behaviours between different ownerships (e.g. Braun & Warner, 2002;Gamble, 2006;Gamble & Huang, 2008;Jin, Fosh, & Chen, 2012;Zhu, Cooper, De Cieri, & Dowling, 2005).Our decision to focus on two ownership types, SOEs and FIEs, reflects their distinctive and differing characteristics (Peng, 2003;Peng et al, 2004;Xu et al, 2014). SOEs tend to be large and complex and have access to nationally controlled economic resources, such as capital (Wei & Lau, 2008).…”

mentioning

confidence: 99%

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Challenged and satisfied: the role of organisational ownership and employee involvement

Tian

Gamble

2016

The International Journal of Human Resource Management

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This study aims to offer a more fine-grained approach to our understanding of the relationship between job stress and job satisfaction. Building on organisational theory and Karasek's (1979) Job Demand-Control model, we investigated an important institutional characteristicorganisational ownership -as an additional moderator to influence the interactive effects of job demands and control upon job satisfaction. Using data collected from 1,838 Chinese retail sector employees China, we found that this three-way interaction was strongest for employees working in foreign-invested firms, who experienced higher employee involvement at work and perceived a high level of challenge-related stress. The relationship was weakest for employees in state-owned enterprises who reported low levels of both employee involvement and challenge-related stress. Our study constitutes an early attempt to assess the impact of institutional characteristics such as ownership on aspects of human resources management, and highlights the need for further research to recognize the importance of such characteristics as contextual factors that influence the effect of organisational practices and the work environment upon individual work-related outcomes. The paper's concluding sections elaborate on the contributions our research makes both to theory as well as to the practicalities faced by human resource managers in contexts such as China. IntroductionConsiderable attention has been devoted to the study of workplace stress and job satisfaction; topics of major concern to both human resource (HR) researchers and practitioners. Karasek's (1979) seminal Job Demand-Control (JDC) model has served as a key theoretical basis to explain the effects that work demands have on job satisfaction (Häusser, Mojzisch, Niesel, & Schulz-Hardt, 2010;Podsakoff, LePine, & LePine, 2007). In the JDC model, work demands are viewed as stressors, while control is seen as a moderator of stress. The model hypothesises that jobs characterised by high demands and low control threaten individuals' mental and physical well-being, while those that combine high demands with high control positively affect these dimensions (Karasek, 1979). Furthermore, Karasek maintains that the interaction between demands and control should be more predictive than the additive effects of high demands and low control upon employees' well-being, including job satisfaction.Yet, while empirical studies have provided consistent support to the direct effects of job demands and control upon job satisfaction (for example, see meta-analyses by LePine, Podsakoff, & LePine, 2005;Podsakoff et al., 2007), the suggested interactive effect of job demands and control upon job satisfaction (Karasek, 1979), has received limited and even contradictory support (Häusser et al., 2010). While some research supports the buffering hypothesis, which suggests that high levels of job control or social support can buffer against the negative effect of a demanding job (Brown, Pitt-Catsouphes, McNamara, & Besen, 2014;...

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Section: Limitationssupporting

confidence: 48%

Section: Methodsmentioning

confidence: 99%

Section: Organisational Ownership and The Retail Industrymentioning

confidence: 99%

Section: Sample and Proceduresmentioning

confidence: 99%

mentioning

confidence: 99%

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Challenged and satisfied: the role of organisational ownership and employee involvement

Tian

Gamble

2016

The International Journal of Human Resource Management

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Human resource management and industrial relations in multinational corporations in and from China: Challenges and new insights

Cooke

Liu

et al. 2019

Human Resource Management

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The purpose of this article is to provide an overview on the state of research in the field in human resource management (HRM) issues in multinational corporations (MNCs) in and from China. We integrate previous studies from multiple disciplines to articulate the contextual importance of research on this topic, and suggest overarching themes to expand the field of research. HRM research in the intercultural, interinstitutional context of MNCs in and from China has the potential to provide contextualized insights for longstanding debates in the field such as HRM standardization versus localization and convergence versus divergence and contextual factors behind these patterns. To this end, we call for future research to center on the changing cultural, institutional, technological, and globalization context in understanding HRM and industrial relations issues in these MNCs. Practically, knowledge in this area can help global managers and top management teams in multinational organizations navigate various context complexity, foster more productive coordination and cooperation across borders, and gain legitimacy and MNCs in and from China additional competitive edge in the global marketplace.

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Lessening the divide in foreign subsidiaries: The influence of localization on the organizational commitment and turnover intention of host country nationals

Hitotsuyanagi-Hansel

Froese

Pak

2016

International Business Review

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Organizational commitment of Chinese employees in foreign-invested firms

Cited by 58 publications

References 57 publications

Challenged and satisfied: the role of organisational ownership and employee involvement

Challenged and satisfied: the role of organisational ownership and employee involvement

Human resource management and industrial relations in multinational corporations in and from China: Challenges and new insights

Lessening the divide in foreign subsidiaries: The influence of localization on the organizational commitment and turnover intention of host country nationals

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