AN EXAMINATION OF THE RELATIONSHIP OF EMPLOYEE INVOLVEMENT WITH JOB SATISFACTION, EMPLOYEE COOPERATION, AND INTENTION TO QUIT IN U.S. INVESTED ENTERPRISE IN CHINA

By D. Scott, James Bishop, Xiang-Yi Chen. 2003

166 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/7f1f74fa3ee0a534899ad25b4929f7d151deb3d2

How researchers see this paper

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In Communication

1. Xu Huang

In Organizational Behavior and Human Resource Management

1. V. Krishnan
2. Kan Shi
3. Weihui Fu
4. Zhijie Zhang
5. Steve Rowlinson
6. Y. L. Cheung
7. Xu Huang
8. M. Tuuli

Citations in the corpus

• The impact of participative leadership behavior on psychological empowerment and organizational commitment in Chinese state-owned enterprises: the moderating role of organizational tenure (2006, background): “Especially, studies suggest that employees in Chinese state-owned enterprises may not appreciate participative leadership because they have been exposed to authoritarian and command-based leadership for decades and thus, may have become tolerant or even submissive to such practice (Schermerhorn & Ny”
• The Impact of Emotional Intelligence, Organizational Commitment, and Job Satisfaction on Ethical Behavior of Chinese Employees (2013, background): “Thus, Chinese firms have to come up with specific measures to address the needs of their younger workforce, such as creating a participative environment, involve employees in decision making, design interdependent jobs, and team-related interventions (Scott et al. 2003).”
• Performance consequences of psychological empowerment (2009, background): “Second, the positive effects of psychological empowerment on performance in a mainly Chinese sample adds to the growing evidence of convergence in management practices across cultures as well as different work settings (c.f. Bakalis et al. 2007; Scott et al. 2003).”
• Leader-Member Exchange, Transformational Leadership, and Value System (2005, background): “Scott, Bishop, and Chen (2003) demonstrated support for a model in which job satisfaction mediated the relationships between elements of a participative work environment and employee willingness to cooperate with co-workers and intention to quit.”