Supervisor-subordinate kankei, job satisfaction and work outcomes in Japanese firms

Millissa F. Y. CHEUNG, Wei-Ping WU, Mei-Ling WONG

Research output: Journal PublicationsJournal Article (refereed)Researchpeer-review

2 Citations (Scopus)

Abstract

In this study, we revisit a research model in which the relationships between Japanese supervisor-subordinate kankei (S-S kankei) and organisational commitment, job promotions and turnover intentions are mediated through job satisfaction. Based on the data randomly collected from a sample of 201 Japanese subordinates in three manufacturing firms in Tokyo, Japan, the results of structural equation modelling tests indicated that job satisfaction does partially mediate the relationships between Japanese S-S kankei and organisational commitment, job promotions and turnover intentions. The theoretical implication is that S-S relationship-job satisfaction-work outcomes model, supported in the Chinese context is equally valid in the Japanese context, suggesting the robustness of this mediation model. The practical implication is that Japanese firms are advised to encourage the development of S-S relationship and make sure that employees are satisfied with their jobs in order to enhance an employee's commitment to the organisation, facilitate job promotions and reduce his/her intentions to leave.
Original languageEnglish
Pages (from-to)265-278
Number of pages14
JournalInternational Journal of Cross Cultural Management
Volume13
Issue number3
Early online date4 Oct 2013
DOIs
Publication statusPublished - 1 Dec 2013

Fingerprint

job satisfaction
firm
promotion
commitment
turnover
employee
mediation
manufacturing
Japan
Work outcomes
Japanese firms
Supervisors
Job satisfaction
Job Satisfaction
Intentions
Organizational commitment
Turnover intention
Organizational Commitment
Employees
Turnover

Keywords

  • Japan
  • S-S kankei
  • job satisfaction
  • organisational commitment
  • turnover intentions

Cite this

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abstract = "In this study, we revisit a research model in which the relationships between Japanese supervisor-subordinate kankei (S-S kankei) and organisational commitment, job promotions and turnover intentions are mediated through job satisfaction. Based on the data randomly collected from a sample of 201 Japanese subordinates in three manufacturing firms in Tokyo, Japan, the results of structural equation modelling tests indicated that job satisfaction does partially mediate the relationships between Japanese S-S kankei and organisational commitment, job promotions and turnover intentions. The theoretical implication is that S-S relationship-job satisfaction-work outcomes model, supported in the Chinese context is equally valid in the Japanese context, suggesting the robustness of this mediation model. The practical implication is that Japanese firms are advised to encourage the development of S-S relationship and make sure that employees are satisfied with their jobs in order to enhance an employee's commitment to the organisation, facilitate job promotions and reduce his/her intentions to leave.",
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Supervisor-subordinate kankei, job satisfaction and work outcomes in Japanese firms. / CHEUNG, Millissa F. Y.; WU, Wei-Ping; WONG, Mei-Ling.

In: International Journal of Cross Cultural Management, Vol. 13, No. 3, 01.12.2013, p. 265-278.

Research output: Journal PublicationsJournal Article (refereed)Researchpeer-review

TY - JOUR

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AB - In this study, we revisit a research model in which the relationships between Japanese supervisor-subordinate kankei (S-S kankei) and organisational commitment, job promotions and turnover intentions are mediated through job satisfaction. Based on the data randomly collected from a sample of 201 Japanese subordinates in three manufacturing firms in Tokyo, Japan, the results of structural equation modelling tests indicated that job satisfaction does partially mediate the relationships between Japanese S-S kankei and organisational commitment, job promotions and turnover intentions. The theoretical implication is that S-S relationship-job satisfaction-work outcomes model, supported in the Chinese context is equally valid in the Japanese context, suggesting the robustness of this mediation model. The practical implication is that Japanese firms are advised to encourage the development of S-S relationship and make sure that employees are satisfied with their jobs in order to enhance an employee's commitment to the organisation, facilitate job promotions and reduce his/her intentions to leave.

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