Yui-Tim Wong

Different responses to job insecurity of Chinese workers in joint ventures and state-owned enterprises

Job insecurity has become an important issue for western organizations in the last decade due to uncertain economic conditions, global competition, and the advancement of information technology. In this study, we integrate social exchange theory and rational choice theory to explain employees’ responses to job insecurity in the Chinese context. We distinguish short-term transactional exchange from long-term relational exchange, and argue that joint ventures (JVs) and state-owned enterprises (SOEs) are characterized by different kinds of employee-organization exchange. An integrated theoretical framework is developed to explain why workers in these organizations respond differently to job insecurity. A total of 548 supervisor-subordinate dyads in a JV and a SOE in China are used to test the hypotheses derived from our framework. The results of hierarchical regression analysis indicate that the effects of job insecurity on organizational citizenship behavior (OCB) and job performance depend on both organizational types and employees’ trust in their organization.

The effects of trust in organisation and perceived organisational support on organisational citizenship behaviour : a test of three competing models

This study examines the relationships between organisational justice, perceived organisational support (POS), trust in organisation and organisational citizenship behaviour (OCB) by proposing and testing three competing models. The baseline model links POS to distributive justice as its antecedent, and trust in organisation to procedural justice as its antecedent, while OCB is considered the outcome of POS and trust in organisation. Two alternative models are developed to test the effect of distributive justice on trust in organisation, and that of procedural justice on POS. Several hypotheses are derived from these competing models, and tested with a data set consists of 247 employees in three joint ventures in Guangdong Province of China. The results of LISREL show that the baseline model is better supported than the other two models. Specifically, we find that distributive justice affects POS and procedural justice affects trust in organisation. POS has a significant positive effect on trust in organisation and OCB.

An integrative model of turnover intention: Antecedents and their effects on employee performance in Chinese joint ventures

Purpose – The purpose of this study is to attempt to fill a research gap by proposing an integrative model for studying employees’ turnover intention in Chinese joint ventures (JVs). The authors also examine the antecedents of turnover intention and its impact on employees’ performance. Design/methodology/approach – A data set consisting of 247 employees in 3 JVs in the Peoples’ Republic of China is used to test the hypotheses. Findings – The LISREL results support all hypotheses. The model examines how the contextual experiences of perceived organizational support and affective commitment might affect the turnover intention. It is proposed that employees’ perceived distributive justice, trust in management and job security are related to the organizational experience of perceived organizational support and affective commitment, which will affect turnover intention and, in turn, to job performance. The empirical results show that turnover intention has a significant and negative impact on employees’ perfo...

The effects of perceived organisational support and affective commitment on turnover intention: A test of two competing models

Purpose China is experiencing a double-digit turnover rate and high turnover intention. This research aims to explore the relationships of turnover intention, POS and affective commitment in China. Design/methodology/approach Turnover intention and its antecedents, including perceived organizational support (POS), affective commitment, distributive justice, trust in organization and job security, were studied in this research with a case study of a foreign-invested enterprise manufacturing company in Guangdong of China. Based on the literature, two competing models were developed and investigated by using the technique of structural equation modeling. Findings The results suggest that distributive justice, trust in organization and job security have negative impacts on turnover intention. Moreover, affective commitment mediates the impact of job security on turnover intention. The results also indicate that POS has an impact on affective commitment instead of affecting turnover intention directly. In addi...

Trust, job security and subordinate–supervisor guanxi: Chinese employees in joint ventures and state-owned enterprises

ABSTRACT This study presents a model that links the constructs of trust in supervisor and trust in organizations with job security and subordinate–supervisor guanxi, and examines their effects on turnover intention and organizational citizenship behaviour. To test the hypotheses, two data-sets of 294 joint venture employees and 253 state-owned enterprise employees in China were analysed. The results of LISREL supported the proposed model. Due to the different HRM practices in joint ventures and state-owned enterprises, several major differences had been found in this study. The findings provide practical implications for managing employees in both Chinese joint venture and state-owned enterprises.

Affective commitment, loyalty to supervisor and guanxi: Chinese employees in joint ventures and reformed state-owned enterprises

Purpose This study aims to investigate and compare the relationships of affective commitment, loyalty to supervisor and guanxi among Chinese workers in joint ventures (JVs) and state-owned enterprises (SOEs). Design/methodology/approach In the proposed model, job security is considered as an antecedent of affective commitment, and subordinate–supervisor guanxi is viewed as an antecedent of loyalty to supervisor. The model further suggests that affective commitment will affect employees’ turnover intention and organisational citizenship behaviour (OCB) and that loyalty to supervisor will affect employees’ OCB. A data set consisting of 255 employees in three JVs and 253 employees in three SOEs in China is used to test the hypotheses empirically. Findings The LISREL results support the hypotheses and show the major differences of employees’ attitudes and behaviour in JVs and SOEs today. Research limitations/implications This study shows the differences of effects of commitment on OCB in JVs and SOEs and also clarifies the mixed and inconsistent findings of the effects of affective commitment and commitment to supervisor on OCB in the previous literature. Practical implications Given that the effects of affective commitment and loyalty to supervisor on OCB are different in JVs and SOEs, different policies should be adopted to enhance the OCB in these two types of organisations. Originality/value The research results show the major differences of employees’ attitudes and behaviour in JVs and SOEs today. The comparison of the results has implications to the extant literature.

Do loyal subordinates get higher wages? Experience from China

This paper classifies loyalty to supervisor into five dimensions, namely identification, internalization, dedication, effort and following supervisor. The results show that the ‘effort’ dimension has a positive effect on wage whereas the ‘following supervisor’ dimension has a negative effect on wage. Contrary to common perception, loyal subordinates may not get higher wages.