CROSS -CULTURAL STUDY ON JOB EMBEDDEDNESS IN CHINESE CONTEXT商贸英语专业毕业论文.doc

CROSS -CULTURAL STUDY ON JOB EMBEDDEDNESS IN CHINESE CONTEXT题目，全大写，四号加粗注意“首页没有页眉”请点开“页面设置”，看一下左右边距，左边为装订部分。 by A thesisSubmitted in partial fulfillment of the requirementsfor the Degree ofBACHELOR OF BUSINESS ADMINISTRATIONforJoint Bachelor of Business Administration (BBA) ProgrambetweenTianjin University of Technology (TUT), Tianjin City, P. R. ChinaandThompson Rivers University (TRU), Kamloops, B. C., Canada June 1st , 2011暂定为June 1st, 2016摘 要字体：黑体，三号，加粗这页开始有页眉工作字体：楷体，四号。行距20磅。嵌入从组织依附理论入手，突破传统离职模型的局限性，以全新的角度研究了非工作因素对员工离职的影响，为预测雇员离职提供了一个新的视角，对管理实践和离职研究都具有重要意义。但工作嵌入理论的提出是基于西方社会特征和文化背景之下，其在中国情境下的变动因素还有待探究。东方文化背景下个体的认知结构、思维方式、价值观，以及特殊的中国国情都对工作嵌入理论构成的维度产生着较大的影响。因此，以工作嵌入模型为理论基础，对其进行文化适应性调整，考察其在中国情境下对离职意向的预测能力具有重要意义。本文首先回顾了工作嵌入的跨文化研究成果，继而结合我国的国情和社会文化特征，探讨了工作嵌入模型在中国情境下的变动因素及适用性。最后提出中国情境下工作嵌入未来可能发展的方向和途径, 对工作嵌入在我国管理实践中的应用和离职研究具有启示和借鉴意义。关键词三号，黑体，：工作嵌入 中国情境 跨文化 自愿离职ABSTRACTBased英文字体Time New Romans，行距为20磅（固定值） on organizational attachment theory, Job Embeddedness breaks through the limitation of traditional Attitudes Model and reflects that other factors (Nonwork factors) besides job satisfaction, organizational commitment, and job alternatives are important for understanding and predicting turnover. It provides a new view for voluntary turnover study and research. Because Job Embeddedness is a theory that based on western culture, its not proper to simply duplicate the situation of western culture research to other countries, and that its necessary to do the research of testing the adaptability of job embeddedness in China. This article first reviews the advances in cross-cultural study on Job Embeddedness, then combines China's domestic situations and Chinese Culture into the dimensions of job embeddedness to discuss the variables and applicability of this theory in Chinese context. Finally, it gives suggestions about the future directions, which is beneficial for the management practice in China as well as the reveal of the inner causes of voluntary turnover.Key Words：Job Embeddedness Chinese Context Cross-Cultural Voluntary TurnoverCONTENTS目录部分的格式要整齐，页码要准确如文中所示：只出现一级标题和二级标题。CHAPTER 1 INTRODUCTION .1 1.1 Background .1 1.2 Content .1 1.3 Significance of the Study .1CHAPTER 2 JOB EMBEDDEDNESS THEORY .32.1 Job Embeddedness Construct .32.2 The Dimensions of Job Embeddedness .32.3 The Significance of Job Embeddedness.5CHAPTER 3 ADVANCES IN CROSS-CULTURAL STUDY ON JOB EMBEDDEDNESS83.1 Advances in Cross-Cultural Study on Job Embeddedness in China.83.2 Advances in Cross-Cultural Study on Job Embeddedness in Foreign Countries.8CHAPTER 4 THE INFLUENCE OF CHINA'S DOMESTIC SITUATIONS AND CHINESE CULTURE ON JOB EMBEDDEDNESS.114.1 The Differences between Chinese Culture and Western Culture114.2 The Differences between Chinese Enterprises and Western Enterprises.144.3 Summary.16CHAPTER 5 STUDY LIMITATIONS AND FUTURE DIRECTIONS.18REFERENCES.19ACKNOWLEDGEMENTS21CHAPTER1 INTRODUCTION每一章标题全大写，三号加粗1.1 BackgroundVoluntary正文内容，小四字体，行距1.25倍。 turnover and Employee retention have become the significant concern of top level managers in today's organizations because the personal and organizational costs of leaving a job are often very high. Why people stay or leave a job? This is a question that challenges social scientists and researchers for many years. Over the years, researchers have developed many answers to these questions. Most of the current theoretical and empirical work focus on job-related factors (such as job alternatives and payments) and work attitudes (such as job satisfaction and organizational commitment), that is dissatisfaction-induced and rational decision-making processes model, which paid limited attention to external market inuences and could explain voluntary turnover to a certain extent. However, the research in scientific journals reports that work attitudes plays only a relatively small role (Hom & Griffeth, 1995; Griffeth, Hom, & Gartner, 2000). Researchers are considering the alternative ways that the turnover process is enacted, such as other factors besides work-related which help to explain and predict voluntary turnover, as well as what we can do to prevent turnover. In this context, American Psychologist Mitchell and Lee (2001) break through the limitation of traditional Attitudes model and present a new construct called job embeddedness. This construct reflects that other factors (Nonwork factors) besides job satisfaction, organizational commitment, and job alternatives are important for understanding and predicting turnover. 1.2 Content The first chapter of this article mainly introduces the background, content and significance of study and the main innovations. The second chapter introduces the construct of job embeddedness, gives a review of the content and dimension, and then discusses the significance of this theory. The third chapter presents the current situation and direction of cross-cultural study on job embeddedness in China and foreign countries. The fourth chapter discusses about the differences between Chinese and western domestic situation and culture which may lead to the variance in the aspect of job embeddedness content or dimensions. The fifth chapter gives suggestions about the future directions, which is beneficial for the management practice in China as well as the reveal of the inner causes of voluntary turnover.1.3 Significance of the Study每节标题： 小三，加粗。每节的标题注意首字母要大写，冠词和介词除外。Job embeddedness theory reveals that although some decisions to quit are probably quite consistent with expected-value rationality, a great many other factors, especially nonwork factors are driven by more intuitive or routinized decision processes. Job Embeddedness provides a new perspective to the turnover research; The central contribution of this model is that it shifted the understanding from an assumption that turnover is always an evaluative and rational process to a broader model of how decisions are actually made. It has both theoretical and practical significance. Mitchell (2001) noted that job embeddedness is a developing concept. The exploration and expansion under different cultural background can enrich the comprehensive understanding of employee turnover behavior3. Foreign scholars Carlos (2007), selected Hispanic culture group and white culture group as the research object, verified the application of job embeddedness theory under different cultural background for the first time. Because Job Embeddedness is a theory that based on western culture, it's not proper to simply duplicate the situation of western culture research to other countries5, and that it's necessary to do the research of testing the adaptability of job embeddedness in China. CHAPTER每一章要重起一页。 2 JOB EMBEDDEDNESS THEORY2.1 Job Embeddedness ConstructThe construct of job embeddedness was first introduced by American Psychologist Mitchell and Lee (2001) and it is believed to be a key factor in understanding voluntary turnover and employee retention. It contains a broad range of factors that have influence on people stay or leave their job. There are two related ideas that help explain the core meaning of this constructembedded figures and field theory (Lewin, 1951). Embedded figures are images used in psychological test; they are immersed in the backgrounds and attached to it. Because it is hard to separate embeddedness figures from the background, they gradually become part of the background. Field theory has a similar meaning. It presents that people has a perceptual life space which they live in and are connected with others. Based on these ideas, job embeddedness was described as a net with all the forces which makes employee stay on their job. This complex net people stuck in includes many aspects, such as social net, psychology net, financial net and so on. People form connections within the net through their job, family, friends, community and living environment. These connections can be few or many, close or distant. The highly one embedded, the more links it connected, the less probability it leaves the job. Yao (2004) defines job embeddedness as the combination of factors which avoid employees voluntarily leave the job; these factors include marital status, community investment and work tenure and so on. In short, job embeddedness gathers up all the factors that force people to stay in their job. Because of these factors, employees will remain at the organizational work and not quit the job, even there may appear alternative job opportunities or job dissatisfaction. Job Embeddedness is a new model help to understand and predict voluntary turnover and employee retention, it takes full consideration of the importance of nonwork factors.2.2 The Dimensions of Job EmbeddednessIn the description of job embeddedness by Mitchell (2001), employee has multiple attachments with both organization and community. Yao (2004) accounts job embeddedness as the combination of the elements of context and perception. And on this basis, job embeddedness is divided into two dimensions-on the job embeddedness and off the job embeddedness. The former refers to the degree people embedded to their job; the latter refers to the degree people embedded to their community. According to Mitchell(2001), the three aspects of job embeddedness are (1) the extent to which people have links to other people or activities, (2) the extent to which their jobs and communities are similar to or fit with the other aspects in their life spaces, and, (3) the ease with which links can be brokenwhat they would give up if they left, especially if they had to physically move to other cities or homes. These three dimensions was labeled as "links," "fit," and "sacrifice," This shows that job embeddedness is a multi-dimensional concept, in this multi-dimensional space, individual connected with the organization and community from three dimensions-"links," "fit," and "sacrifice". This forms a three-by-two matrix suggests six dimensions as shown by figure2-1.DimensionsOrganizationCommunityLinkLink to organizationLink to communityFitFit to organizationFit to communitySacrificeSacrifice to organizationSacrifice to communityFigure 2-1 The 3×2 Matrix of Job Embeddedness DimensionsLinks Links are formal or informal connections between a person and other people or organizations. According to job embeddedness, in the complex net which includes social net, psychological net, financial net, there exists many relations which connect people with their job, family, friends, community and living environment. Abelson (1987) made a research to assess the links related to both on and off the job connections. He found that being older, being married, having more tenure, and having children requiring care were all associated with how an employee's being more likely to stay than to leave. Cohen (1995) mentioned that hobbies and church-related activities can influence organization commitment. Thus, the more links an employee connected with the net, the highly he embedded to his job, the more extent he bounded to his job and organization.Fit Fit is defined as the degree an employee fits with the organization he works and the environment he lives in, he can receive the expected compatibility or comfort under this situation. Once leave, the feel of frustration will arise. Job embeddedness theory presents that an employee's personal value, career goal, and plan for the future must fit with the corporate culture and the demands of his job (job knowledge, skills, and abilities). Beside these elements, an employee should fit the community and surrounding environment, such as the living condition, the general culture, weather, amenities, religious atmosphere and recreation activities. Only in this way, employee perceived to have the feeling of getting into the team, community and organization he belongs to. The better the fit, the higher the likelihood an employee will stay in the organization. Chan (1996) points out that the fit between job and employee can lower turnover rate 9. Villanova (1994) finds that the lack of compatibility with a job can lead to voluntary turnover 10.Sacrifice Sacrifice refers to the fragility of the link formed between people and the net. It captures the perceived cost that may be forfeited by leaving a job, including material and psychological losses. According to job embeddedness theory, voluntary turnover not only means leaving an organization, but also implies the personal losses such as giving up colleagues, excels project, friendly team partners and so on. The more an employee would give up, the more difficult it will be for him to leave the organization (Shaw, Delery, Jenkins, & Gupta, 1998). Thus, it can be seen that job embeddedness mainly influenced by link, fit, and sacrifice. These factors make up the core of this construct. We can find that whether people choose to leave or stay on a job is mainly decided by the links they formed with the net and the costs of losing these links. 2.3 Content and SignificanceVoluntary turnover and employee retention always draw attention of top level managers in today's organizations. The study of turnover has both theoretical and practical significance to employment retention. Traditional models mainly focus on job-related factors (such as job alternatives and payments) and work attitudes (such as job satisfaction and organizational commitment). Although these models can predict voluntary turnover to some extent, they failed to explain why people leave a job. Hom & Griffeth, 1995; Griffeth, Hom, & Gaertner, 2000 reports that Attitudes Model can only explain 4%-5% voluntary turnover behavior. In thi