Communication Satisfaction and Organizational Commitment: Moderating Role of Employees’ Cultural Values

R N Singh, R P Mohanty

Abstract


This study explores the moderating role of cultural values on relationships between communication satisfaction (CS) and employee’s organizational commitment (OC). A survey of 1594 employees of Bharat Sanchar Nigam Limited (BSNL), a Government of India Public Sector Undertaking (PSU) providing telecommunication services across India shows that CS is positively related to OC, and relationship is moderated by employees’ cultural values at individual level.  The form of moderation reveals a positive significant effect on relationship between CS and normative commitment (NC) for employees high in individualism/collectivism (IC) and positive significant effect on relationship between CS and OC (normative commitment) for employees low in masculinity/femininity (MF) and power distance (PD). However, no significant moderating effect has been observed on relationship between CS and OC (AC, CC, NC) for employee with low or high uncertainty avoidance (UA). 


Keywords


Human Resource Management, Organizational behavior, Communication satisfaction, Cultural values, Organizational commitment, Public sector undertaking

Full Text:

PDF

References


References

Aiken LS, West SG. Multiple regression: Testing and interpreting interactions. Newbury Park CA: Sage, 1991.

Bierema L. How executive women learn corporate culture. Human Resource Development Quarterly 1996; 7(2): 145–64.

Brockner J. Unpacking country effects: On the need to operationalize the psychological determinants of cross-national differences. In: Kramer R, Staw B (Eds.), Research in organizational behavior (Vol. 25, pp. 335-369). Greenwich, CT: JAI Press, 2003.

Chew I, Putti J. Relationship on work-related values of Singaporean and Japanese managers in Singapore. Human Relations 1995; 48: 1149-70.

Chhokar JS. India: diversity and complexity in action. In Culture and leadership across the world: A GLOBE report of in-depth studies of the cultures of 25 countries, ed. J.S. Chhokar, F.C. Brodbeck and R.J. House, 971–1020. Mahwah, NJ: Lawrence Erlbaum Associates, 1999.

Clampitt PG, Girard DM. Communication satisfaction: A useful construct? New Jersey Journal of Communication Fall 1993; 1(2): 84-102.

Clugston M, Howell JP, Dorfman PW. Does cultural socialization predict multiple bases and foci of commitment? Journal of Management 2000; 26(1): 5-30.

Coetzee O. The Relationship between Personality Variables and Work Performance of Credit Controllers in a Bank, Pretoria: UNISA, 2003.

Cohen J, Cohen P. Multiple regression/correlation for the behavioral sciences (third edition), Mahwah NJ, Erbaum, 1983.

Crino ME, White MC. Satisfaction in Communication: An Examination of the Downs-Hazen Measure. Psychological Reports 1981; 49: 831-38.

Cross SE, Madson L. Models of the self: Self-construals and gender. Psychological Bulletin 1997; 122: 5–137.

Dorfman PW, Howell JP. (). Dimensions of national culture and effective leadership pattern, Hofstede revisited. Advances in International Comparative Management 1998; 3: 127-50.

Downs A. A case study of the relationship between communication satisfaction and organizational commitment in two Australian organizations. Unpublished master's thesis, University of Kansas, Lawrence, KS, 1991.

Francesco AM, Chen ZX. Cross-Cultural' Differences within a Single Culture: Power Distance as a Moderator of the Participation-Outcome Relationship in the Peoples' Republic of China. School of Business, Hong Kong Baptist University, Business Research Centre Papers on Cross-Cultural Management, 2000.

Francis JL. Training across cultures. Human Resource Development Quarterly 1995; 6(1), 101–107.

Geletkanycz MA. The salience of ‘culture’s consequences’: The effects of cultural values on top executive commitment to the status quo. Strategic Management Journal 1997; 18(8): 615-34.

Grant D, Shields J. In Search of the Subject: Researching Employee Reactions to Human Resource Management. Journal of Industrial Relations 2002; 44(3): 313-34.

Gray J, Laidlaw H. Part-time employment and communication satisfaction in an Australian retail organization. Employee Relation 2002; 24(1/2): 211-18.

Gudykunst WB, Mody B. Handbook of intercultural training (2nd ed.). Thousand Oaks, CA: Sage, 2002.

Guest D. Human Resource Management, Corporate Performance and Employee Wellbeing: Building the Worker into HRM. Journal of Industrial Relations 2002; 44(3): 335-58.

Hair JF, Anderson RE, Tatham RL et al. Multivariate data analysis (5th Ed.), Upper Saddle River, NJ: Prentice Hall, 1998.

Hansen KD, Brooks AK. A Review of cross-cultural research on Human Resource Development, Human Resource Development Quarterly 1994; 5(1): 55 - 74.

Hofstede G. Cultures Consequences, McGraw-Hill, 1980.

Hofstede G. Culture's consequences: International differences in work-related values, Beverly Hills, CA: Sage, 1980a.

Hofstede G. Motivation, leadership, and organizations: Do American theories apply abroad?, Organizational Dynamics, Summer, 1980b: 42-63.

Hofstede G. Culture and organizations. International Studies of Management and Organisations 1981; 10: 15-41.

Hofstede G. National Cultures in Four Dimensions. International Studies of Management & Organization 1983; 13(1): 46–74.

Hofstede G. Cultures and organizations. London: McGraw-Hill, 1991.

Hofstede G. Cultural constraints in management theories, Paper presented at the Academy of Management Studies 1992; 22(4): 347-57.

Hofstede G. The Archimedes effect. Working at the interface of cultures: 18 lives in social science, M. H. Bond. London, Routledge, 1997: 47-61.

Hofstede GH, Hofstede GJ. Cultures and Organizations: Software of the Mind. New York: McGraw-Hill, 2005.

House RJ, Hanges PJ, Javidan M et al. (Eds) Culture, Leadership and Organisations: The GOBE Study of 62 Societies, Sage, Thousand Oaks, CA, 2004.

Jaros S, Jermier J, Koehler J, et al. Effects of continuance, affective, and moral commitment on the withdrawal process: An evaluation of eight structural equations models, Academy of Management Journal 1993; 36: 951- 95.

Zhang J, Zheng W. How Does Satisfaction Translate into Performance? An Examination of Commitment and Cultural Values. Human Resource Development Quaterly 2009; 20(3).

Judge TA, Thoresen CJ, Bono JE et al. The job satisfaction–job performance relationship: A qualitative and quantitative review. Psychological Bulletin 2001; 127: 376–407.

Keller R. Technology-Information processing fit and the performance of R and D project groups: A test of contingency theory’. Academy of Management Journal 1994; 37/1: 167-79.

Kinnie N, Hutchinson S, Purcell J. Satisfaction with HR practices and commitment to the organization: why one size does not fit all. Human Resource Management Journal 2005; 15(4): 9-29.

Kirkman BL, Shapiro DL. The impact of cultural values on job satisfaction and organizational commitment in self-managing work teams: The mediating role of employee resistance. Academy of Management Journal 2001; 44(3): 557–569.

Kirkman BL, Lowe KB, Gibson CB. A quarter century of Culture’s consequences: A review of empirical research incorporating Hofstede‘s cultural values framework. Journal of International Business Studies 2006; 37: 285–320.

Lashley C, Lee-Ross D. Organization behavior for leisure services. Butterworth-Heinemann Publications, UK, 2003.

Marchington M, Grugulis I. Best Practice” Human Resource Management: perfect opportunity or dangerous illusion?, International Journal of Human Resource Management 2000; 11: 1104-24.

Maznevski ML, DiStefano JJ. (). Measuring culture in international management: The Cultural Perspectives Questionnaire, Unpublished working paper, The University of Virginia, Charlottesville, 1995.

Mead R. Cross-cultural management communication. John Wiley and Sons, Chichester, UK, 1990.

Meyer JP, Allen NJ. Commitment in the Workplace: Theory, Research and Application, Sage, Thousand Oaks, CA, 1997.

Meyer JP, Allen NJ. A three-component conceptualization of organizational commitment. Human Resource Management Review 1991; 7(1): 61-89.

Meyer JP, Smith CA. HRM practices and organizational commitment: Test of a mediation model. Canadian Journal of Administrative Sciences 2000; 17(4): 319–31.

Myers M, Myers G. Managing by Communication: An Organizational Approach. New York: McGraw-Hill Book Company, 1982.

Namasivayam K, Zhao X. An investigation of the moderating effects of organizational commitment on the relationship between work-family conflict and job satisfaction among hospitality employees in India, Tourism Management 2007; 28(5): 1212–23.

Palich LE, Hom PW, Griffeth RW. Managing in the international context: Testing the cultural generality of sources of commitment to multinational enterprises. Journal of Management 1995; 21: 671–90.

Parsons T, Shils EA. Toward a General Theory of Action, Cambridge, MA: Harvard University Press, 1951.

Postmes T, Tanis M, de Wit B. Communication and commitment in organizations: A social identity approach. Group Processes & Intergroup Relations 2001; 4(3): 227-46.

Purcell J, Hutchinson S. Front-line managers as agents in the HRM-performance causal chain: theory, analysis and evidence. Human Resource Management Journal 2007; 17(1): 3-20.

Rubin AM. The effects of locus of control on communication motives, anxiety, and satisfaction. Communication Quarterly 1993; 41: 162-71.

Salas E, Burke CS, Wilson-Donnelly KA et al. Promoting effective leadership within multicultural teams: An event-based approach. In: Day dv, Zaccaro SJ, Halpin SM (Eds.), Leader development for transforming organizations. Mahwah, NJ: Lawrence Erlbaum Associates, 2004: 293 - 324.

Schwartz SH. (). A theory of cultural values and some implications for work. Applied Psychology: An International Review 1999; 48: 23-47.

Sharma S, Durand RM, Gur-Arie O. Identification and analysis of moderator variables. Journal of Marketing Research 1981; 18: 291-300.

Smidts A, Pruyn ATH, van Riel CBM. The impact of employee communication and perceived external prestige on organizational identification. Academy of Management Journal 2001; 44, 1051-1062.

Thornhill A, Lewis P, Saunders MNK. The role of employee communication in achieving commitment and quality higher education. Quality Assurance in Education 1996; 4(1): 12-20.

Triandis HC. Individualism and Collectivism. Boulder, CO: Westview Press, 1995.

Tsui AS, Pearce JL, Porter LW et al. Choice of Employee-Organization Relationship: Influence of External and Internal Organizational Factors. Research in Personnel and Human Resource Management 1995; 13: 117- 51.

Varona F. Relationship between communication satisfaction and organizational commitment three Guatemalan organizations. Journal of Business Communication 1996; 33: 111-40.

Whitener EM. Do “high commitment’’ human resource practices affect employee commitment? A cross-level analysis using hierarchical linear modeling. Journal of Management 2001; 27: 515–35.

Young BS, Worchel S. Organizational commitment among public service employees. Public Personnel Management 1998; 27(3): 339-49.

Young BS, Worchel S, Woehr DJ. Organizational commitment among Public service employees. Public Personnel Management 1998; 27(3): 339 – 48.


Refbacks

  • There are currently no refbacks.