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Fairness and job satisfaction of Japanese multinationals in Asia

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Abstract

We explored how fairness perceptions of HR practices affect job satisfaction among Asian managers of MNC subsidiaries, controlling age, gender, job tenure, previous work experiences, and management positions. Our fairness study focus described the effect of procedural justice and that of the transparency, which we have added as a new justice construct that is an organizational level of informational justice. We applied a performance evaluation system as an HR practice implemented over the MNC subsidiaries. Our research participants comprised of 903 Asian managers who worked for a leading Japanese multinational strategically expanding retail business markets in Asian locations: Japan, China, Hong Kong, Malaysia, and Thailand. Our key results revealed that both procedural and transparent fairness perceptions of the HR practice significantly influenced job satisfaction of Asian managers as a whole group. Each regional group also mostly exhibited a strong connection between their fairness perceptions of both procedures and transparency, and their job satisfaction. Finally, we discussed the implication of this study.

Suggested Citation

  • Yoshitaka Yamazaki & Jeewhan Yoon, 2012. "Fairness and job satisfaction of Japanese multinationals in Asia," Working Papers EMS_2012_05, Research Institute, International University of Japan.
    • Handle: RePEc:iuj:wpaper:ems_2012_05
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    File URL: https://www.iuj.ac.jp/workingpapers/index.cfm?File=EMS_2012_05.pdf
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    References listed on IDEAS

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    1. I. Jawahar, 2007. "The Influence of Perceptions of Fairness on Performance Appraisal Reactions," Journal of Labor Research, Springer, vol. 28(4), pages 735-754, September.
    2. Kwok Leung & Peter B Smith & Zhongming Wang & Haifa Sun, 1996. "Job Satisfaction in Joint Venture Hotels in China: An Organizational Justice Analysis," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 27(4), pages 947-962, December.
    3. Kwok Leung & Peter B Smith & Zhongming Wang & Haifa Sun, 1996. "Job Satisfaction in Joint Venture Hotels in China: An Organizational Justice Analysis," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 27(5), pages 947-962, December.
    4. Beamish, Paul W. & Inkpen, Andrew C., 1998. "Japanese firms and the decline of the Japanese expatriate," Journal of World Business, Elsevier, vol. 33(1), pages 35-50.
    5. Ahmed, Shaghil & Ickes, Barry W. & Ping Wang & Byung Sam Yoo, 1993. "International Business Cycles," American Economic Review, American Economic Association, vol. 83(3), pages 335-359, June.
    6. Shapiro, Debra L. & Buttner, E. Holly & Barry, Bruce, 1994. "Explanations: What Factors Enhance Their Perceived Adequacy?," Organizational Behavior and Human Decision Processes, Elsevier, vol. 58(3), pages 346-368, June.
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    1. Maitixirepu Jilili & Aliya Aini, 2023. "Examining the Moderating Effect of Occupational Status on the Association of Organizational Justice and Job Satisfaction," Public Organization Review, Springer, vol. 23(1), pages 97-111, March.

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    Keywords

    Procedural justice; Transparency; Job satisfaction; HR practices; Asian managers; Japanese MNCs;
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