The mediating role of organisation support in effective delegation: the case of Chinese subordinate managers
Bakalis, Steve and Joiner, Therese A and Choy, Jerome (2007) The mediating role of organisation support in effective delegation: the case of Chinese subordinate managers. International Journal of Chinese Culture and Management, 1 (1). pp. 126-139. ISSN 1752-1270Full text for this resource is not available from the Research Repository.
Delegation is widely accepted as an essential element of effective management in North American organisations; however, delegation may not be effective in other countries where employees hold different cultural values. We suggest that Chinese cultural values are inconsistent with delegation, and as such we develop a model in which organisation support mediates the relationship between delegation and, subordinate job satisfaction and performance in the Chinese context. Our sample comprised 136 Chinese subordinates working in a large transport company in Hong Kong. Our results show that organisation support partially mediates between delegation and job satisfaction while organisation support (with job satisfaction) fully mediates between delegation and subordinate performance. Implications for the theory and practice of delegation are discussed, particularly in the context of employees' national cultural differences.
|Uncontrolled Keywords:||ResPubID12918, delegation, organisational support, job satisfaction, subordinate performance, Chinese managers, mediation, China, cultural values, culture, management, transport company, Hong Kong.|
|Subjects:||FOR Classification > 1503 Business and Management
Faculty/School/Research Centre/Department > School of Law
SEO Classification > 9103 International Trade
|Date Deposited:||07 May 2012 00:15|
|Last Modified:||07 May 2012 00:15|
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