RESEARCH NOTES ORGANIZATIONAL COMMITMENT: A COMPARISON OF AMERICAN, JAPANESE, AND KOREAN EMPLOYEES
Date of this Version
Academy of Management Journal 1985, Vol. 28, No. 1, pp. 213-219.
Considerable attention is currently being given to exploring differences between Japanese and American workers that might explain the widening gap between the productivity growth rates of the two countries. Some researchers have suggested that this difference in productivity growth is, at least in part, due to Japanese workers' having a higher level of commitment to their orgnaizations than American works (Cole, 1979; Hatvany & Pucik, 1981; Marsh & Mannari, 1977; Whitehall & Takezawa, 1968). Turnover rates are commonly cited to support the popular notion that Japanese employees, whose turnover rate is about half that of their American counterparts, are more committed to their organizations (Cole, 1979). The purpose of this paper is to compare levels of organizational commitment among American, Japanese, and Korean employees by means of a self-report measure of organizational commitment rather than by inference from other indicators of commitment.
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