Differences in the organizational-commitment–rewards relationship between Chinese managers and Japanese expatriates in manufacturing companies in China

Keisuke Kokubun · Misako Yasui

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Employee Performance and Management Job Satisfaction and Organizational Behavior Global and Cross-Cultural Management

Abstract

Purpose As China attracts more and more foreign enterprises today, it is getting more important to consider how to enhance the organizational commitment (OC) of host country employees. This paper aims to examine the differences in the relationship between OC and rewards among Chinese managers and Japanese expatriates who work for Japanese manufacturing companies in China. Design/methodology/approach Hierarchical regression analysis was used to analyze survey data gathered from 539 Chinese managers and 354 Japanese expatriates working for a total of 19 Japanese manufacturing companies in China. Findings The findings reveal that, for Chinese managers, role clarity had a stronger influence and autonomy had a weaker influence on OC than for Japanese expatriates. A possible reason is the ethnocentric culture of Japanese companies that leads to Japanese expatriates not sufficiently empowering local human resources. Moreover, there was no difference between senior- and junior-level Chinese managers in the association of any kind of reward with OC. Research limitations/implications The most significant limitation concerns its generalizability. The authors recommend that future research use other nations' expatriates as reference groups to objectively clarify the characteristics of Chinese workers, thus testing the validity of this research. Practical implications The results of this research may be used to reshape future human-resource-management practices in several types of the company located in China to facilitate attracting and employing the employees most able to make long-term contributions to the company. Originality/value Although previous research has elucidated OC–rewards relation in particular countries, it has not met the potential requirements of the expatriates who face the difference in OC–rewards relation with host country national managers. In this sense, to the best of the authors’ knowledge, this research was the first attempt to tackle this theme by contributing to the literature.

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References

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