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This study attempts to assess work-related values in Singapore and how these work values may differ from those of another nationality. The aim of this study is to replicate Hofstede's model in the Singapore managerial context. A comparison is made between Singaporean Chinese managers and Japanese managers in Singapore. Hofstede's four value dimensions of Individualism, Power Distance, Uncertainty Avoidance and Masculinity are used. The mean Power Distance and Masculinity scores of Singaporean Chinese managers and Japanese managers are found to be different from the samples in Hofstede's study. These differences in work values indicate that interpretations of Hofstede's cultural constructs cannot be made without modifying or redefining the constructs in terms that are relevant to the cultural context. This finding is supported by the differences in factors that make up the Individualism and Masculinity value dimensions of Singaporean Chinese and Japanese managers. The differences in work values between are explained by cultural and national factors. The impact of these work values on work behavior is discussed with respect to implications on motivation, leadership, employment stability, and orientation toward work goals.

A survey of 16 female entrepreneurs in Singapore, by interview or
questionnaire, to establish their present characteristics and changes
over the last two decades was conducted. They were found to be better
educated than the general population of women, concentrated in the
service sector, to own small or medium‐sized businesses, and to be
moving into high growth industries in disproportionately high numbers.
Fewer women than previously are family business helpers and inheritance
of a business is also less important.

This article argues that behaviors which predict individual variance in satisfaction do not necessarily co-exist with the need for activities which lead to satisfaction. Specifically, we examine the effect of sensitivity to performance variations on growth satisfaction. We label this sensitivity "assimilation of work experience" (A WE). In contrast to growth need strength (GNS), A WE is shown to have a main effect on growth satisfaction independent of job scope and context satisfaction. In addition, the claim that the job scope/growth satisfaction relationship is stronger for low than high context satisfaction is examined. We contend that the theory also predicts a main effect of context satisfaction on growth satisfaction. Three samples comprising middle level managers, lower level managers, and sales representatives are studied. Total sample size is 1702. Multiple regression is the primary analytical method.

Responding to the weak evidence for moderating effects of growth need strength on the growth satisfaction/job enrichment relationship, Bottger and Chew (1986) argue that capacity rather than need for growth should be studied. They show that "assimilation of work experience" (A WE), a measure of the individual's affective responses to work performance variations, does explain variance in growth satisfaction independent of job scope and context satisfactions. Here we investigate aspects of the internal and construct validities of this finding. We show that the A WE effect on growth satisfaction is independent of role ambiguity and leader behavior. Also, whereas A WE explains variance in growth satisfaction, it has a random effect on satisfaction with supervision. The sample is 487 sales representatives. Moderated regression analysis is the primary analytical method.