Job satisfaction and confidence of Asian managers in Japanese MNCs
The present study aims to examine how job satisfaction rests on confidence in Asia. A total of 914 employees who participated in this study consisted of Japanese, Chinese, Hong Kong's, Malaysian, and Thai managers who work as parent or host country nationals for a Japanese multinational corporation expanding Asian markets. This study initially confirmed that a level of each key variable: job satisfaction and confidence, significantly differed in those countries. As the entire managerial group, by controlling age, gender, tenure, past work experience, and management positions, results of regression analysis showed that confidence powerfully increased job satisfaction. Further, with regard to five different area groups, results also illustrated the strong effect of confidence on job satisfaction in each country. Consequently, the study results have led to a conclusion that this relational aspect between the two psychological variables tends to be universalistic rather than a culturally contextual specific phenomenon. Theoretical and practical implications will be discussed.
|Date of creation:||Dec 2012|
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- 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.
- Watson, David & Slack, Ann Keltner, 1993. "General Factors of Affective Temperament and Their Relation to Job Satisfaction over Time," Organizational Behavior and Human Decision Processes, Elsevier, vol. 54(2), pages 181-202, March.
- Luthans, Fred & Zhu, Weichun & Avolio, Bruce J., 2006. "The impact of efficacy on work attitudes across cultures," Journal of World Business, Elsevier, vol. 41(2), pages 121-132, June.
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