Suchergebnisse

Proposes that decisions on reward distribution are affected by preferences for various distributive principles and by the social context within which distribution takes place. Using a Chinese sample this relationship is tested. Identifies that the strength of preference for a particular distributive principle was a major predictor for a corresponding decision, however such influences were neutralised by secondary preferences for competing principles. Provides some insight into the Chinese psychology.

Despite previous studies on face values across a number of disciplines, there is limited research on how face values influence manager-subordinate relationships in China's civil service. This study examines the role of managers' face values in the relationship between their trust in subordinate loyalty and willingness to empower subordinates. The findings of our study indicate that superior face-saving and face-enhancing values moderate the relationships between information sharing, initiative encouragement, and their trust in subordinate loyalty.

Power distance was tested as a moderator of the relationship between justice concerns and employee outcomes in a sample of employees in the People's Republic of China. Two hypotheses were developed based on the quality of authority‐member relations prescribed by the relational model of authority in groups. In two‐way interactions, higher power distance combined with procedural justice to predict employee outcomes, whereas lower power distance combined with distributive justice.

AbstractDrawing from status characteristics theory, we develop a multilevel model to explain the relationships between gender composition (e.g., female‐female supervisor‐subordinate dyads, a female majority at the next higher level, and a female majority at the same job level) in the workplace and women's career satisfaction. We hypothesise that working with a female supervisor and a female majority at the same level will be negatively related to women's career satisfaction, while a female majority at the next higher level will be positively related to women's career satisfaction. Moreover, we propose that formal societal (gender‐equality) institutions and informal cultural (gender‐egalitarian) values, each has a moderating effect on the impact of gender compositions on women's career satisfaction. Our results from a multilevel analysis of 2291 women across 35 societies support the three hypothesised main effects. Whereas institutions that support gender equality weaken the positive effect of working with a female majority at the next higher level, they amplify the negative effect of a female majority at the same hierarchical level. Our findings highlight the complex and paradoxical nature of gender composition effects on women's career satisfaction. We discuss the theoretical contributions of our findings and their implications for the diversity management practices of multinational enterprises.