مقاله انگلیسی رایگان در مورد آموزش، تعهد سازمانی و پاداش در شرکت ها – امرالد 2017

Introduction Among developing countries, China is the largest recipient of foreign direct investment (FDI) and has the largest number of employees who work for foreign companies (UNCTAD, 2010). In 2004, approximately 24 million workers (3% of China’s total employment) were employed by foreign companies in China (UNCTAD, 2004). Japanese companies continue to benefit from China’s growth and remain one of the leading investors in China, accounting for 6.5% of Japan’s total FDI in 2015 (JETRO, 2016b). In response to the yen’s appreciation against the dollar following the 1985 Plaza Accord, Japanese investment in China has shown a remarkable increase: it accounted for 6.0% of the total effective FDI in 2013 and Japan became China’s third largest source of foreign capital, following Hong Kong and Singapore (JETRO, 2016a). The number of Japanese companies located in China at the end of 2012 was 23,094, which accounted for the highest share (7.9%) of total foreign companies located in China (CJCCI, 2016). Similarly, 1.62 million employees worked for Japanese companies in China in 2015, which was 40.5% of total employees of Japanese companies across Asia (METI, 2016). However, foreign companies in China face a major problem: they must determine how to manage and retain the local employees. Japanese companies have significant problems in this regard, both in terms of high employee turnover and of competing for the best employees. Surveys have indicated that Japanese companies in China rarely if ever rank among the most popular employers, and are even frequently listed among foreign companies that people least want to work for (Zhang, 2003). These difficulties may have to do with a decrease in their rank and share in the total effective FDI in this country, from third (6.0%) in 2013 to fifth (2.5%) in 2015. During this period they were outstripped by both Taiwan and Korea (JETRO, 2016a). Given this situation, it is necessary to determine how Japanese companies can reduce their employee turnover rates or attract the best employees in China. To meet these goals, this study analyzes antecedents of organizational commitment (OC) and how those antecedents differ between university graduates and other workers who are employed by Japanese manufacturing firms in China.