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A cross-cultural analysis of interpe...

Ghei, Ajay.

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A cross-cultural analysis of interpersonal work values: Field-theoretic evidence from American and Indian managers.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	A cross-cultural analysis of interpersonal work values: Field-theoretic evidence from American and Indian managers./
作者:	Ghei, Ajay.
面頁冊數:	174 p.
附註:	Source: Dissertation Abstracts International, Volume: 57-11, Section: A, page: 4818.
Contained By:	Dissertation Abstracts International57-11A.
標題:	Psychology, Social. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9714910
ISBN:	9780591225822

A cross-cultural analysis of interpersonal work values: Field-theoretic evidence from American and Indian managers.
Ghei, Ajay.

A cross-cultural analysis of interpersonal work values: Field-theoretic evidence from American and Indian managers. - 174 p.

Source: Dissertation Abstracts International, Volume: 57-11, Section: A, page: 4818.

Thesis (Ph.D.)--Cornell University, 1997.

The purpose of the study is to measure the interpersonal work values of managers in comparable work settings in America and India, and to analyze these work-related values for hypothesized similarities and differences between cultures. Participant managers in both countries were drawn from the full-service luxury hotel sector. After pilot studies were conducted in both cultures, a field-theoretic questionnaire instrument was used to gather the data. Confidential interviews and unobtrusive observation methods were utilized to ensure that the work context was comparable across cultures. To minimize the potential confounding of results, checks were instituted within cultures to verify that the data were free from regional and organizational bias. Additional checks within cultures tested for response stability and guarded against response bias. A final check minimized bias between cultures that might have resulted from socially desirable responding. Information was gathered on overall work satisfaction and affective, continuance, and normative professional commitment measures to determine the influence of culture, interpersonal work values, and demographic variables on these global affective measures. A total of 213 managers participated in the study, with 113 from America and 100 from India.

ISBN: 9780591225822Subjects--Topical Terms:

529430
Psychology, Social.

A cross-cultural analysis of interpersonal work values: Field-theoretic evidence from American and Indian managers.
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245 1 2 $a A cross-cultural analysis of interpersonal work values: Field-theoretic evidence from American and Indian managers.
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520 $a The purpose of the study is to measure the interpersonal work values of managers in comparable work settings in America and India, and to analyze these work-related values for hypothesized similarities and differences between cultures. Participant managers in both countries were drawn from the full-service luxury hotel sector. After pilot studies were conducted in both cultures, a field-theoretic questionnaire instrument was used to gather the data. Confidential interviews and unobtrusive observation methods were utilized to ensure that the work context was comparable across cultures. To minimize the potential confounding of results, checks were instituted within cultures to verify that the data were free from regional and organizational bias. Additional checks within cultures tested for response stability and guarded against response bias. A final check minimized bias between cultures that might have resulted from socially desirable responding. Information was gathered on overall work satisfaction and affective, continuance, and normative professional commitment measures to determine the influence of culture, interpersonal work values, and demographic variables on these global affective measures. A total of 213 managers participated in the study, with 113 from America and 100 from India.
520 $a American managers scored significantly higher than Indian managers on the interpersonal work values dimension reflective of the competitive nature of the individual; Indian managers scored significantly higher than American managers on the interpersonal work values dimension reflective of compliance with authority; no significant differences were found between American and Indian managers on the interpersonal values dimension reflective of the cooperative nature of individuals in the workplace. Thus, the American managers displayed a current interpersonal work values framework of "competitive cooperation" and the Indian managers that of "cooperative compliance." Interpersonal work values, managerial tenure, and culture were also found to influence managerial levels of overall work satisfaction and aspects of professional commitment. This study found that managers in both cultures desired to move in the future to a similar interpersonal work-related values heuristic that incorporated aspects of competition, cooperation, and compliance--but, concomitantly, was sensitive to cultural context.
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