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Article 1 - Cultural Difference and Job Sat - Thomas
Article 1 - Cultural Difference and Job Sat - Thomas
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The
Effect
of
Cultural
Behavioral
Differences
Responses
to
on
Job
Low
Satisfaction
David C. Thomas*
SIMON FRASERUNIVERSITY
KevinAu**
THE CHINESE UNIVERSITY OF HONG KONG
309
ANDJOBSATISFACION
CULTURE
transferring; searching
Exit-quitting;
for a different job; thinking about quitproblems with
ting; Voice-discussing
the supervisor or co-workers; suggesting
solutions; seeking help from an outside
agency; Loyalty-waiting and hoping for
improvement; trusting the organization
to do the right thing; Neglect-reduced
interest or effort; chronic lateness or absenteeism; using company time for personal business; increased error rate. The
responses relate to one another systematically by differing along the dimensions of constructiveness versus destructiveness and activity versus passivity.
According to Rusbult et al. (1988), exit is
active and destructive, voice is active
and constructive; neglect is passive and
destructive, loyalty is passive and constructive.
Rusbult et al. (1988) found that high
prior job satisfaction consistently promoted the constructive responses of
voice and loyalty. And, high quality job
alternatives encouraged high levels of
exit and voice behavior while inhibiting
loyalty. Numerous studies have applied
the exit, voice, loyalty, and neglect
framework, with generally consistent results in a single culture (see Bemmels,
1996 for a review).
Responses to low job satisfaction can
be conceptualized as embedded in the
context of the social exchange between
310
BUSINESS STUDIES
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DAVIDC. THOMAS,KEVINAU
At the most fundamental level all human beings respond to their environment in similar fashion (Hofstede, 1980;
Schwartz, 1992). Also, the strength of
situational determinants of behavior as
compared with dispositional determinants is well documented (Davis-Blake
and Pfeffer, 1989; Ross and Nisbett,
1991). Therefore, we anticipated the
main effects for the situational variables
to be generally consistent with previous
findings (Rusbult et al., 1988; Withey
and Cooper, 1989). Specifically, high job
satisfaction should encourage voice and
loyalty and discourage exit and neglect.
High quality of alternatives should encourage exit and voice, and discourage
loyalty and neglect.
This article is limited to the evaluation
of cultural differences in responses to
low job satisfaction. However, in order to
predict the probable nature of these responses, we theorize as to the mechanisms through which culture operates.
We propose that culture might affect employee responses to low job satisfaction
through two alternate but not mutually
exclusive paths; normative scripts for responses to low job satisfaction and alternative interpretations of the exchange re-
lationship.
sponse.
Voice. By definition, voice is assertive
and non-conformist in that it is change
oriented (LePine and Van Dyne, 1998).
Organizations often interpret speaking
up as negative because it can threaten
cohesiveness (Nemeth and Staw, 1989).
Because social behavior of collectivists
is highly influenced by norms, perceived
duties or obligations (Bontempo and
Rivero, 1992) they are less likely to exhibit non-conforming behavior. Verticalness reinforces this dutiful pattern of
behavior, because verticals are more sensitive to cues coming from authorities
and more willing to sacrifice their individual goals (Triandis, 1995). Thus, a
dominant script for voice among vertical
collectivists seems very unlikely and is
inconsistent with the conflict avoidance
norm observed in examples of these cultures (Trubinsky, Ting-Toomey, and
Ling, 1991). On the other hand, the basic
motive structure of individualists reflects their internal beliefs and capacities
including the ability to effect change and
to withstand social pressure (Triandis,
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DAVIDC. THOMAS,
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will exhibit a greater tendency to respond to low job satisfaction with exit
than will horizontal individualists.
VOL. 33, No. 2, SECONDQUARTER,2002
Loyalty. Loyalty has been conceptualized as both an attitude that deters exit
and promotes voice and as a distinct behavioral response (Leck and Saunders,
1992). As a passive and non-confrontational response, it is consistent with the
vertical collectivist cultural orientation
described above. Maintenance of harmony and conflict avoidance norms associated with this cultural orientation
are indicative of a dominant loyalty
script. In contrast, individualists are unlikely to maintain a relationship when
perceived costs of such maintenance exceed the benefits (Kim, Triandis, Kagicibasi, Choi, and Yoon, 1994), and the
egalitarian norms of horizontals argue
against suffering in silence.
Neglect. Neglect, like loyalty is a passive response. Therefore,it seems inconsistent with active pursuit of conflict
resolution characteristicof horizontal individualists (Leung and Wu, 1990). Neglect and loyalty, like exit, are vague as
to the target of behavior, and thus are
more subtle means of responding to a
dissatisfying situation that avoids confrontation with organization members.
These subtle responses allow higher status members in the exchange relationship to maintain face while still satisfying the lower status individual's need to
respond. We suggest that both loyalty
and neglect will be more prevalent
scripts for vertical collectivists than for
horizontal individualists.
Hypothesis Ic: Vertical collectivists
will exhibit a greater tendency to respond to low job satisfaction with loyalty and neglect than will horizontal
individualists.
A second means of cultural influence
exists in the way that individuals evaluate the nature of the exchange relationship with their employer based on the
313
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25 for Individualism and 68 for Power Distance (Hofstede, 1980).
Participants were adults engaged in
executive development programs in either New Zealand or Hong Kong. Participation was voluntary and of 415 questionnaires distributed 218 were returned
(11lof 215 in New Zealand and 107 of
200 in Hong Kong). Anonymity of participants was guaranteed. Average full time
work experience was 15 years in New
Zealand and 10 years in Hong Kong, and
average age was 36 and 32 respectively.
Formal education level was 16 years in
New Zealand and 18 in Hong Kong. In
New Zealand 44 percent of participants
were female and in Hong Kong 51 percent were female. The study was conducted in English in New Zealand and
Chinese in Hong Kong. Competent bilinguals translated the instrument by using
method
a translation/back-translation
Brislin
(1970).
suggested by
The study measured the extent to
which participants had engaged in exit,
voice, loyalty or neglect behavior, their
orientation along the cultural dimensions of horizontal individualism and
vertical collectivism, level of job satisfaction, and the quality of their job alternatives. Age, gender, years of education,
and salary level were measured to control for possible extraneous variation.
TABLE
1
GROUPON VETICAL
RESULTSOF ANALYSIS OFVARIANCE,CULTURAL
INDVIDUALSM
ANDHORZONTAL
COLLECTIVISM
Cultural Group (Means)
Dependent Variable
Hong Kong
New Zealand
44.14
51.00
40.95
54.13
35.17**
9.73**
Vertical Collectivism
Horizontal Individualism
** =p<.01,
* =p<.05,
= p < .10
315
European New Zealanders, differed significantly from Hong Kong Chinese on the
dimensions of vertical collectivism, F
1,212= 35.17, p < .01, and horizontal individualism, F 1,212 = 9.73, p < .01. Subsequent analyses used these cultural profiles of individuals in order to avoid the
problems associated with implying homogeneity in national cultures (Smith and
Bond, 1999).
Exit, Voice, Loyalty, and Neglect. We
constructed a measure to assess behavioral responses consistent with the Rusbult et al. (1988) framework, but that
was equivalent in the different cultural
groups. We subjected 16 items from Rusbult et al. (1988) and three items developed by us to an exploratory factor analysis in each culture. Consistent with
prior research, four factors emerged. We
subjected items with factor loadings
greater than .50 in each culture to a confirmatory factor analysis simultaneously
in each culture. Using modification indexes as a guide, items were removed
until an acceptable fit, X2 (84) = 121.63,
p =. 01, GFI = .93 was achieved for both
models simultaneously (J6reskog, 1971).
This resulted in good fit statistics in both
cultures, Hong Kong: X2(71) = 85.43, p =
.12, GFI = .89, New Zealand: X2(71) =
98.08, p = .02, GFI = .87. Reliabilities of
the scales in the overall sample were Exit
(a = .75), Voice (a = .52), Loyalty (a =
.64), and Neglect (a = .75). These alphas,
while less than ideal, compare favorably
with prior studies that included alphas
associated with each response ranging
from .45 to .78 (see Farrell and Rusbult,
1992).
Job Satisfaction and Quality of Alternatives. Job satisfaction and quality of
alternatives were also measured with
items derived from Rusbult et al. (1988).
Again, confirmatory factor analysis in
both cultures was used to establish
316
RESULTS
z
0
CO
T,ABLE
2
?z~~~~~~
S?
|
Variable
Mean
s.d.
I
2
3
4
5
6
7
8
9
10
11
12
11.52
10.48
9.95
11.13
52.59
43.05
16.89
33.73
3.93
2.10
2.54
4.01
7.45
8.08
3.97
6.82
26.38
13.24
6.53
3.04
Exit
Voice
Loyalty
Neglect
Horizind
VertCol
Education
Age
Gender
Salary Level
Job Satisfaction
Quality of Alternatives
* = < .05, ** =
p
-.17*
-.50**
.37**
.02
.05
.28**
-.22**
-.05
-.15*
-.54**
.26**
.35**
-.45**
.22**
-.06
-.09
.20**
.05
.21**
.30**
.05
-.50**
.08
-.16*
-.27**
.20**
.15*
.08
.48*
.00
-.07
.19*
.27**
-.31**
-.01
-.06
-.39**
-.06
-.08
.05
.08
.08
.02
.03
.10
.07
-.02
.10
.17*
-.13
-.21**
TABLE 3
R-ESULTS OF REGRESSION ANALYSES:
AND HoRxzoNTi
QUAITY OF ALTERNATIVES,VERTICALCOLLECTIVISM
ANDSALA
FOR GENDER,YEARS OF IEDUCATION,
CONTROLLED
Exit
Variable
(3
Gender
Education
Salary
Job Satisfaction [5]
Quality of Altemnatives [Al
S xA
Horizontal Individualism [HI]
HI X<A
HI XS
HI XA XS
Vertical Collectivism [VC]
VC xA
VC XS
VC X A X 5
R;!
F
Df
**=p
< .01,
*=p
< .05, t
=p
-.03
.15
-.08
-.53
.25
.15
-.03
.14
-.16
.06
.04
.12
-.08
.02
~~~~~.42
9.88**
14, 190
< .10
Voice
t
-.48
2.60*
-1.33
-8.33**
4.11**
2.53*
-.53
2.25*
- 2.65*
.91
.72
2.03*
-1.22
.27
/3
-.03
-.00
.21
.26
.13
.04
.20
.15
-.03
-.04
- .02
-.04
-.02
.06
.21
3.69*
14, 190
Loy
t
-.42
-.01
2.94**
3.73 **
1.83*
.63
2.90*
2.02*
-.38
-.59
- .31
-.57
-.26
.77
/3
.14
-.11
.04
.51
.02
-.01
.60
.01
-.03
-.13
- .17
-.12
.12
.13
.38
8.14*
14, 190
DAVIDC. THOMAS,
KEVINAu
and .32 respectively). Although still positive when job satisfaction is low, the
relationship becomes much weaker (b =
.15). These results suggest when job satisfaction is very low, people have such a
strong tendency to exit that quality of job
alternatives is of little concern. In contrast, when job satisfaction is high, attractive job alternatives can entice people to leave.
Three interactions involving culture
on exit were statistically significant.
First, horizontal individualism moderated the effect of satisfaction on exit. Regression coefficients remained significant at high, medium, and low levels of
VOL. 33, NO. 2, SECOND QUARTER, 2002
FIGURE 1
GRAPH OF SIMPLESLOPE ANALYSIS, INTERACTIONOF
JOB SATISFACION AND QUALITYOF ALTERNATIVES
ON LOYALTYFOR PARTICIPANTSHIGH OR LoW IN
VERTICALCOLILECTVISM
0.35
0.31
0.26
g0.3-
? 0.25-
Ij
0.22
2 0.15
-*-HiVC
-RI- LOVC
LV0.2C
a20
^
0
?u~ =
0. .-
O~~0.15
0.05
Lo
Hi
Med
Quality of Alternatives
job satisfaction was positively and significantly related to loyalty but high
quality alternatives moderated this relationship. The relationship was strongest
when quality of alternatives was high (b
= .31), and decreased gradually when it
was medium (b = .26) and low (b = .22).
For employees low in vertical collectivism an opposite picture emerged. With
high quality alternatives, job satisfaction
was not statistically significant (b = .09).
However, as the quality of alternatives
reduced to medium and low, the relationship became stronger and statistically significant (b = .15 and .20 respec-
tively).
As shown in Figure 1, with low quality
alternatives the relationship between job
satisfaction and loyalty is similar for
both those high and low on vertical collectivism. However, as quality of alternatives improves the relationship between
320
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Limitations
This research is limited by the broader
environmental context including legal,
political and economic influences in the
321
ANDJOBSATISFACTION
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BUSINESS STUDIES
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Implications
DAVIDC. THOMAS,
KEIN Au
on employees to tell them (or file a grievance) when things aren't quit right to
recognize that this propensity may be
much diminished in other cultures.
These employees are likely to favor more
indirect non-confrontational responses
to low satisfaction. Managers must be
careful not to use 'self-referent' criteria
when evaluating the behavior of their
subordinates. Using the rule of thumb
'what would cause me to behave that
way' may cause managers to wrongfully
interpret the motives for non-confrontation behavior such as neglect and respond inappropriately or to try and encourage culturally inappropriate behavior such as voice.
It is also clear that employers should
be sensitive to changes in the quality of
job alternatives because of the moderating influence of cultural differences. Employees from vertical collectivist cultures may respond very differently to
employees from horizontal individualist
cultures when economic conditions affect the quality of alternative jobs available to them. For example, vertical collectivists may view having good job alternatives as an opportunity to reinforce
their loyalty, whereas individualists may
see the same situation as an opportunity
to express their independence and ability. In order to anticipate and explain
employee responses to such situational
contingencies managers must get to
know employee values and beliefs that
are the product of culture.
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