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Organizational rewards and employee commitment: a Chinese study

Newman, Alexander and Sheikh, Abdullah Z. 2012, Organizational rewards and employee commitment: a Chinese study, Journal of managerial psychology, vol. 27, no. 1, pp. 71-89.

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Title Organizational rewards and employee commitment: a Chinese study
Author(s) Newman, Alexander
Sheikh, Abdullah Z.
Journal name Journal of managerial psychology
Volume number 27
Issue number 1
Start page 71
End page 89
Total pages 19
Publisher Emerald Insight
Place of publication Bradford, Eng.
Publication date 2012-01-20
ISSN 0268-3946
1758-7778
Keyword(s) China
Organizational commitment
Organizational rewards
Traditionality
Employees behaviour
National cultures
Summary Purpose: The purpose of this study is to assess how the cultural value orientations of individual employees moderate their attitudinal responses to different categories of organizational rewards. Specifically, it seeks to examine how one dimension of traditionality, respect for authority, moderates the relationship between affective organizational commitment and three variables: pay satisfaction, autonomy and satisfaction with supervision. Design/methodology/approach: Hierarchical regression analysis was utilized to analyze survey data obtained from a sample of 290 employees of a major Chinese airline company. Findings: Employees high in traditionality were found to exhibit higher levels of affective commitment when autonomy and satisfaction with supervision was low. When autonomy and satisfaction with supervision was high employees low in traditionality exhibited higher levels of emotional attachment to the organization. Research limitations/implications: The cross-sectional design is an obvious limitation of the study. Another limitation relates to the generalizability of the study findings outside the context in which the research was undertaken. Social implications: Organizations should consider taking the cultural orientations of their workforce into account when developing appropriate human resource policies aimed at heightening employee commitment. This should enhance employee well-being, which is especially important in a global economy characterized by uncertainty and rapid change. Originality/value: This is the first study to examine how employees with different cultural value orientations respond to different categories of organizational rewards, in a predominantly traditional society.
Language eng
Field of Research 150310 Organisation and Management Theory
1503 Business And Management
1701 Psychology
Socio Economic Objective 970115 Expanding Knowledge in Commerce, Management, Tourism and Services
HERDC Research category C1.1 Refereed article in a scholarly journal
Copyright notice ©2012, Emerald Insight
Persistent URL http://hdl.handle.net/10536/DRO/DU:30080399

Document type: Journal Article
Collections: Open Access Collection
Department of Management
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Every reasonable effort has been made to ensure that permission has been obtained for items included in DRO. If you believe that your rights have been infringed by this repository, please contact drosupport@deakin.edu.au.