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Organizational Commitment and Rewards in Malaysia, with Comparison between University Graduates and Others

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  • Keisuke Kokubun

Abstract

This study investigates the relationship between rewards and organizational commitment (OC) of 12,076 employees who work for 32 Japanese manufacturing companies in Malaysia. Hierarchical regression analysis revealed that all of three types of reward are important for OC, in the order of intrinsic, social and extrinsic rewards. These findings suggest that the antecedents of OC in Malaysia are different from those in the West or other lower income Asian countries such as China. The comparison between University graduates and others showed that extrinsic and intrinsic rewards had stronger while social rewards had weaker influence on OC in university graduates than in others. In detail- satisfaction with personnel evaluation and autonomy were more strongly correlated with OC in university graduates while co-worker support and role clarity were more significantly correlated with OC in others; fatigue was negatively correlated with OC in university graduates while positively correlated with OC in others; other rewards, i.e., satisfaction with other treatments, supervisor support and training, were equally correlated with OC in university graduates and others. Discussions and implications concerning human resource management of Japanese companies in Malaysia are offered.

Suggested Citation

  • Keisuke Kokubun, 2017. "Organizational Commitment and Rewards in Malaysia, with Comparison between University Graduates and Others," Journal of Sustainable Development, Canadian Center of Science and Education, vol. 10(6), pages 1-51, October.
    • Handle: RePEc:ibn:jsd123:v:10:y:2017:i:6:p:51
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    References listed on IDEAS

    as
    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. Natalie S. Glance & Tad Hogg & Bernardo A. Huberman, 1997. "Training and Turnover in the Evolution of Organizations," Organization Science, INFORMS, vol. 8(1), pages 84-96, February.
    3. Chris Perryer & Catherine Jordan & Ian Firns & Antonio Travaglione, 2010. "Predicting turnover intentions," Management Research Review, Emerald Group Publishing Limited, vol. 33(9), pages 911-923, August.
    4. Lisa M. Lynch & Sandra E. Black, 1998. "Beyond the Incidence of Employer-Provided Training," ILR Review, Cornell University, ILR School, vol. 52(1), pages 64-81, October.
    5. Norihito Furuya & Michael J Stevens & Allan Bird & Gary Oddou & Mark Mendenhall, 2009. "Managing the learning and transfer of global management competence: Antecedents and outcomes of Japanese repatriation effectiveness," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 40(2), pages 200-215, February.
    6. Keisuke Kokubun, 2017. "Organizational Commitment and Rewards in Thailand, with Comparison between University Graduates and Others," Asian Social Science, Canadian Center of Science and Education, vol. 13(6), pages 1-1, June.
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    More about this item

    JEL classification:

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

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