A Cross-Cultural Comparison of Managerial Practices and Their Relationship to Organizational Outcome Variables.

Autor/inn/en	Young, Leanne E.; und weitere
Titel	A Cross-Cultural Comparison of Managerial Practices and Their Relationship to Organizational Outcome Variables.
Quelle	(1980), (9 Seiten)Verfügbarkeit
Beigaben	Tabellen
Sprache	englisch
Dokumenttyp	gedruckt; Monographie
Schlagwörter	Tagungsbericht; Comparative Analysis; Cross Cultural Studies; Cultural Differences; Cultural Influences; Employee Attitudes; Interviews; Job Satisfaction; Motivation; Need Gratification; Organizational Climate; Organizational Effectiveness; Work Attitudes; Work Environment + Suchen Sie Ihr Suchwort? Cultural comparison; Kulturvergleich; Kultureller Unterschied; Cultural influence; Kultureinfluss; Arbeitnehmerinteresse; Interviewing; Interviewtechnik; Labor; Labour; Satisfaction; Arbeit; Zufriedenheit; psychologische; Motivation (psychologisch); Bedürfnisbefriedigung; Organisationsklima; Unternehmenserfolg; Work attitude; Arbeitshaltung; Arbeitsmilieu
Abstract	The rapid growth of multinational corporations has necessitated theoretical and practical concerns for operating and managing organizations in varying cultural environments. The Navy Public Works Centers (PWCs) provide engineering, maintenance, rehabilitation construction, transportation and housing to U.S. Navy customers around the world. Interviews and questionnaires with 1607 employees from six PWCs (San Francisco, Norfolk, Great Lakes, Hawaii, Japan, and the Philippines) examine employee perceptions of organizational variables and assess the interrelationships between perceived managerial and organizational effectiveness, and employee motivation and satisfaction. Workers in Hawaii, Japan and the Philippines expressed fewer negative perceptions of managerial effectiveness and felt more positive with respect to reward contingencies and esprit de corps than workers in the continental United States. United States workers emphasized satisfying needs at work while overseas workers focused on getting the job done, having lower expectations of what their jobs should provide. Hawaiian interviewers reflected influence from east and west. Since motivators, satisfaction and perceptions of managerial practices differ as functions of culture, rewards in one culture may be less effective for employees in another culture. (NRB)
Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2004/1/01