||Power Distance Culture, Perceived Leadership Practices, and Employees’ Satisfaction with Supervisors and Work: A Study of Employees of the Japanese Owned Factories in China
||Power Distance Culture, Perceived Leadership Practices, and Employees’ Satisfaction with Supervisors and Work: A Study of Employees of the Japanese Owned Factories in China
||Institute of International Management (IIMBA--Master)(on the job class)
This study examined the (1) relationship and influence of power distance culture on perceived leadership practices, and (2) the relationship between perceived leadership practices and job satisfaction of the employees working in the three Japanese owned factories in China namely: Hitachi Groups, Toshiba Machine (Shanghai), Asahi Kasei and other six groups from Hitachi Groups. Sample population of this study included 289 employees.
Four research questions and hypotheses were developed. SPSS software was applied to run the data. Linear regression analysis and multiple regression analysis were mainly used to test the hypotheses. The results showed that power distance culture had no influence on perceived leadership practices. And modeling the way and inspiring a shared vision leadership practices had significant relationships with job satisfaction. Based on the findings, this study suggested the important managerial implications and future research recommendations in the conclusion.
ACKNOWLEDGEMENT ……………………………………………………. I
ABSTRACT …………………………………………………………….. II
TABLE OF CONTENTS………………………………………………………….… III
LIST OF TABLES VI
LIST OF FIGURES VII
CHAPTER ONE INTRODUCTION 1
1.1 Research Background 1
1.2 Research Motivation 2
1.3 Research Objectives 5
1.4 Research Procedure 6
1.5 Theoretical Framework 7
1.5 Theoretical Framework 8
1.6 Research Contribution 10
1.7 Research Questions 10
1.8 Research Structure 11
CHAPTER TWO LITERATURE REVIEW 12
2.1 Job Satisfaction 15
2.1.1 Definition and Background of Job Satisfaction 15
2.1.2 Dimensions of Job Satisfaction 18
2.1.3 Job Satisfaction with Supervisors 19
2.1.4 Job Satisfaction with Work 20
2.1.5 Significance of Job Satisfaction 21
2.2 Leadership 22
2.2.1 Defining Leadership 22
2.2.2 Background of Leadership Theory 23
2.2.3 Contingency and Situational Approaches to Leadership 23
2.2.4 Transactional Leadership and transformational Leadership 25
2.3 Leadership and Job Satisfaction 28
2.4 Culture 29
2.5 Culture and Leadership 33
2.6 Summary 35
CHAPTER THREE RESEARCH METHODOLOGY 36
3.1 Conceptual Model 36
3.2 Research Questions and Hypotheses 37
3.3 Population and Data Collection 39
3.4 Questionnaire Design 40
3.5 Instruments 40
3.5.1 Power Distance Culture 40
3.5.2 Leadership 41
3.5.3 Job Satisfaction 44
3.5.4 Personal Information 45
3.6 Data Analysis Procedure 45
CHAPTER FOUR DATA ANALYSIS AND RESULTS 46
4.1 Sample Population 46
4.2 Descriptive Data Analysis and Reliability 48
4.3 Power Distance Culture and Perceived Leadership Practices 52
4.4 Perceived Leadership Practices and Job Satisfaction 55
CHAPTER FIVE RESEARCH CONCLUSION 59
5.1 Overview of Research 59
5.2 Discussion of Results 60
5.2.1 Discussion of Descriptive Data Analysis 60
5.2.2 Discussion of the Relationship between Power Distance Culture and Perceived Leadership Practices 61
5.2.3 Discussion of the Relationship between Perceived Leadership Practices and Job Satisfaction 62
5.3 Managerial Implications 64
5.4 Limitations 65
5.5 Future Research Suggestions 66
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