File(s) under permanent embargo

Organizational commitment in Chinese small- and medium-sized enterprises: The role of extrinsic, intrinsic and social rewards

journal contribution
posted on 2012-01-01, 00:00 authored by Alexander NewmanAlexander Newman, A Z Sheikh
This study investigates the relationship between organizational rewards and employee commitment in Chinese small- and medium-sized enterprises (SMEs). Hierarchical regression analysis was utilized to analyse survey data from 286 employees of 11 organizations. In line with what was hypothesized extrinsic rewards were found to be strongly related to both affective and continuance commitment, whereas satisfaction with supervision and role clarity positively influenced affective commitment. In contrast to previous empirical findings, autonomy and training provision were only found to influence continuance commitment. These findings have significant managerial implications regarding the utility of providing organizational rewards to enhance the commitment of Chinese employees. In order to promote employee commitment, SME managers could start by giving their employees greater autonomy and clarity regarding their role in the organization, as well as improving supervisor support. These are relatively inexpensive measures compared to the costly alternatives of improving extrinsic benefit packages and investing in employee training.

History

Journal

International journal of human resource management

Volume

23

Issue

2

Pagination

349 - 367

Publisher

Taylor & Francis (Routledge)

Location

London, Eng.

ISSN

0958-5192

eISSN

1466-4399

Language

eng

Publication classification

C1.1 Refereed article in a scholarly journal; C Journal article

Copyright notice

2012, Taylor & Francis (Routledge)