Work Value and Management Practice: Test of Congruence Model in China
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This article examines congruence hypotheses between management practices and work values by extending them to research in an intra-national context in China. This study partially supports the thesis that organizational commitment is higher when management practices are congruent with regional cultures in China. Among five cultural dimensions, only individualism supports the congruence model. This model states that employees in individualistic regions like Shanghai have a higher organizational commitment when their individual contributions are emphasized. In contrast, in collectivistic regions such as Shannxi and Gansu, employees have a higher organizational commitment when individual contributions are less emphasized. Some future studies are suggested.
Abstract
This article examines congruence hypotheses between management practices and work values by extending them to research in an intra-national context in China. This study partially supports the thesis that organizational commitment is higher when management practices are congruent with regional cultures in China. Among five cultural dimensions, only individualism supports the congruence model. This model states that employees in individualistic regions like Shanghai have a higher organizational commitment when their individual contributions are emphasized. In contrast, in collectivistic regions such as Shannxi and Gansu, employees have a higher organizational commitment when individual contributions are less emphasized. Some future studies are suggested.
참고문헌 (28)
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