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国企SOEs vs.外企 FIEs员工对比分析
Observations on the organizational commitment of Chinese employees:
comparative studies of state-owned enterprises and foreign-invested enterprises

Abstract
Although recent research has begun to touch upon the organizationalcommitment of Chinese employees, most studies have been limited to the transposition ofWestern methodology to a Chinese context. This paper examines two groups of Chineseemployees, those working in state-owned enterprises (SOEs) and those working in foreign-invested enterprises (FIEs), and compares the organizational commitment of each group.In order to refiect Chinese characteristics more accurately, the present study useda questionnaire incorporating items drawn from previous Chinese and Westem studies.The various multidimensional structures of organizational commitment put forward byboth Eastem and Westem researchers to date have been re-examined using a sample of1,232 industrial employees. Results indicate that a five-factor component model, includingaffective commitment, active continuance commitment, passive continuance commitment,normative commitment and value commitment, fits the data best. The key findings of thisstudy are that SOE employees have higher levels of active continuance commitment andpassive continuance commitment, and a lower level of value commitment, than employeesof FIEs. It can be inferred from these differences that, in contemplating appropriatemeasures designed to foster the commitment levels of Chinese employees, managementshould recognize that the measures required to achieve such a goal will vary according toform of economic ownership (SOEs vs. FIEs). Implications for human resourcemanagement in both SOEs and FIEs are discussed.

Keywords
Organizational commitment; foreign-invested enterprises (FIEs);state-owned enterprises (SOEs); multidimensional structure; Chinese employees.

Introduction

Organizational commitment has received considerable attention as an important aspectof employee-organization linkages (Mowday et al, 1982). The bearing oforganizational commitment on workforce stability and company performance hasdrawn the attention of both academic researchers and practitioners for decades.However, it is only in recent years that researchers have begun to examine the organizational commitment of Chinese employees (e.g. Chen and Francesco, 2000;Wong et al, 2001; Chen et al, 2002; Cheng and Stockdale, 2003; Cheng et al, 2003).To date, most researchers who have focused on China have employed methods identicalto those used in previous studies of organizational commitment in Western countries.Nevertheless, it goes without saying that in China social systems differ markedly fromthose found in Westem countries, and that .social and economic conditions prevailing inChina may have an effect on the appropriate multidimensional structure oforganizadonal commitment.In present-day China, business enterprises can be divided into several categories ofownership, including state-owned enterprises (SOEs), foreign-invested enterprises(FIEs), collecdvely owned enterprises, private enterprises and other variadons.

 In 2001,SOEs and FIEs respectively accounted for 44 per cent and 29 per cent of gross industrialoutput value (National Bureau of Statistics of China, 2002), and thus together represent adominant segment of the economy. It has been sugge本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。