Chun Hui

Psychological Contract and Organizational Citizenship Behavior in China: Investigating Generalizability and Instrumentality

This study examined the generalizability of psychological contract forms observed in the West (D. M. Rousseau, 2000) to China. Using 2 independent samples, results confirmed the generalizability of 3 psychological contract forms: transactional, relational, and balanced. This study also examined the nature of relationships of psychological contracts with organizational citizenship behavior (OCB). In particular, this study explored the role of instrumentality as a mediating psychological process. The authors found evidence that instrumentality mediates the relationship of relational and balanced forms with OCB; however, the transactional contract form is directly related to OCB. The authors discuss the implications of these results for the meaning of psychological contracts and OCB in China and raise issues for future research.

Organizational citizenship behavior : Comparing perspectives of supervisors and subordinates across four international samples

A total of 431 independent supervisor and subordinate dyads from the United States, Australia, Japan, and Hong Kong evaluated the perceived job role boundary of the subordinate ;, Participants rated the degree to which they agreed that the behavior described in the organizational citizenship behavior (OCB) scale developed by P. M. Podsakoff, S. B. MacKenzie, R. H. Moorman, and R. Fetter (1990) was an expected part of the subordinates job. Each supervisor was paired with only one subordinate, and all participants held the same jobs in the same company but with branches in these 4 nations. The scale used was found to have conceptual equivalence across all subsamples. Results indicated that supervisors had broader definitions of job roles than subordinates. Participants from Hong Kong and Japan were also more likely to regard some categories of OCB as an expected part of the job than were participants from the United States and Australia.

Guanxi and professional leadership in contemporary Sino-American joint ventures in mainland China

Abstract In Sino-American joint ventures in mainland China, cross-cultural differences regarding the relational components can produce misunderstanding and conflict. The Chinese relational system called Guanxi can render Western leadership relations such as articulated in Leader-member Exchange Theory (LMX), compromised. We examine the roles of a post modern organization career-based leadership relationship (LMX) and the Confucianism supported feudal/family-based relationship (guanxi) in building successful organizational cultures in contemporary mainland China. We discuss the weakening of traditional guanxi by the events of the last fifty years. Recommendations for synthesizing the two different relational components into a third culture are offered and discussed.

Moderating Effects of Organization-Based Self-Esteem on Organizational Uncertainty: Employee Response Relationships

The present study examined the moderating effects of organization-based self-esteem on the relationship between two forms of organizational uncertainty perception and three outcome variables. The two forms of organizational uncertainty perception were job insecurity and anticipation of organizational changes, and the three outcomes were intrinsic motivation, organizational commitment, and absenteeism. Results supported the moderating effects of organization-based self-esteem. It was found that employees with high levels of organizationbased self-esteem were less responsive to the perception of organizational uncertainty. Moreover, it was found that the moderating effects of organization-based self-esteem differed across outcome variables.

Natural sample spaces and uncertain belief.

This article proposes a novel framework for understanding judgments of probability. Both accurate and inaccurate judgments are conceptualized in terms of the sets of information, or sample spaces, on which they are based. When appropriate sample spaces are easily accessed from memory (e.g., when they correspond to natural cognitive categories), people will make relatively accurate judgments; otherwise, people may substitute more accessible but inappropriate sample spaces and make judgment errors. In 3 experiments, the sample space framework was applied to account for the base rate fallacy. Results showed that (a) people spontaneously access sample spaces that correspond to natural categories, (b) reliance on inappropriate sample spaces produces the base rate fallacy, and (c) highlighting appropriate sample spaces improves the sensitivity of peoples judgments to base rates. Discussion extends the framework to explain accuracy and error in other judgment domains.

Turnover intention and performance in China: The role of positive affectivity, Chinese values, perceived organizational support and constructive controversy

This study examines antecedents of turnover intention and job performance in China. The total sample consisted of 153 employees in a toy manufacturing factory in South China. Data from matched supervisor and subordinate responses supported the hypotheses that the workplace experience of perceived organizational support related to turnover intention which in-turn related to individual job performance. Findings also indicated that the employees with traditional values and positive affectivity related significantly to perceived organizational support.

Can Good Citizens Lead the Way in Providing Quality Service? A Field Quasi Experiment

In a field quasi experiment, customers were most satisfied with the service quality of the branch of a multinational bank where good organizational citizens had been trained as service quality lead...

Empowerment in the Manager-Employee Relationship in Hong Kong: Interdependence and Controversy

Abstract M. Deutschs (1949) theory of cooperation and competition may be usefully extended to the study of effective, empowering, managerial leadership in Chinese settings. Results of structural equation modeling and other analyses on data collected from interviews of Chinese managers and employees in Hong Kong indicated that cooperative goals contributed to constructive discussion between managers and employees and that such discussions, in turn, resulted in productive work and stronger work relationships. Cooperative goals and constructive controversy also predicted democratic leadership and the power of employees and managers. The results suggest that Chinese and North American managers may operationalize goals and controversy differently.

Constructive conflict in China: cooperative conflict as a bridge between East and West

The Chinese value of harmony is often considered literally as the need to avoid conflict. Recent experiments have shown that Chinese people can value and use conflict to explore issues, make effective decisions, and strengthen relationships when they communicate that they want to manage the conflict for mutual benefit rather than win at the others expense. Field studies document that cooperative conflict dynamics contribute to effective teamwork, quality service, and leadership in China. Chinese managers and employees are able to use participation and other management innovations to become partners in discussing issues and solving problems. Although more research is needed, the Chinese and their international partners appear to be able to use cooperative conflict to discuss their differences open-mindedly and forge productive, market-oriented organizations.

The influence of role conflict and self-interest on lying in organizations

The self-interest paradigm predicts that unethical behavior occurs when such behavior benefits the actor. A recent model of lying behavior, however, predicts that lying behavior results from an individuals inability to meet conflicting role demands. The need to reconcile the self-interest and role conflict theories prompted the present study, which orthogonally manipulated the benefit from lying and the conflicting role demands. A model integrating the two theories predicts the results, which showed that both elements — self benefit and role conflict — influenced lying, separately and interactively. Additionally, the relative strength of the roles in conflict affected their level of influence. Theoretical and practical implications are discussed.