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Organizational Commitment-Rewards Relationship and its Change in Japanese Companies in China

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  • Keisuke Kokubun

Abstract

This study investigates a transition of the relationship between rewards and the organizational commitment of total 1,005 university graduates who work for 4 Japanese companies in China. Hierarchical regression analysis revealed that supervisor support had stronger influence on organizational commitment in 2013 than it did in 2007, showing that the employees became to require more support from supervisors than before due to a growing anxiety under economic slowdown since the global financial crises of 2008. This result indicates that employees may become more collectivistic during a period of economic growth stagnation. Discussions and implications concerning human resource management of Japanese companies in China are offered.

Suggested Citation

  • Keisuke Kokubun, 2017. "Organizational Commitment-Rewards Relationship and its Change in Japanese Companies in China," International Business Research, Canadian Center of Science and Education, vol. 10(7), pages 155-167, July.
    • Handle: RePEc:ibn:ibrjnl:v:10:y:2017:i:7:p:155-167
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    Citations

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    Cited by:

    1. Keisuke Kokubun, 2017. "Regional Difference in the Organizational Commitment-Rewards Relationship in Vietnam," Journal of Management and Sustainability, Canadian Center of Science and Education, vol. 7(3), pages 22-37, September.
    2. Keisuke Kokubun, 2017. "Organizational Commitment and Rewards in Vietnam, with Comparison between University Graduates and Others," Asian Social Science, Canadian Center of Science and Education, vol. 13(8), pages 157-157, August.

    More about this item

    Keywords

    change; China; exploratory factor analysis; Japanese companies; organizational commitment; rewards; university graduates;
    All these keywords.

    JEL classification:

    • R00 - Urban, Rural, Regional, Real Estate, and Transportation Economics - - General - - - General
    • Z0 - Other Special Topics - - General

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