Decision-making delegation: implications for Chinese managers' performance and satisfaction
Therese A. Joiner and
International Journal of Human Resources Development and Management, 2007, vol. 7, issue 3/4, 286-299
In many Western organisations, decision-making delegation is an important management process contributing to organisational effectiveness. We examine whether the delegation process is equally effective in Chinese organisations given the difference in cultural values between Chinese and Western cultures (where most management research originates). Using a sample of Chinese managers the findings of our study suggest that delegation is positively associated with performance and job/supervisor satisfaction, however, as the work context becomes more uncertain, Chinese managers report experiencing diminished delegated responsibility. These finding have implications for human resource development and training in the international arena.
Keywords: delegation; performance; job satisfaction; supervisor satisfaction; Chinese values; decision making; China; cultural values; human resources development; HRD; training; uncertainty. (search for similar items in EconPapers)
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Persistent link: https://EconPapers.repec.org/RePEc:ids:ijhrdm:v:7:y:2007:i:3/4:p:286-299
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