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Supervisor-subordinate kankei, job satisfaction and work outcomes in Japanese firms
Date Issued
2013
ISSN
1470-5958
Citation
International Journal of Cross Cultural Management, Dec 2013, vol. 13(3), pp. 265-278.
Type
Peer Reviewed Journal Article
Abstract
In this study, we revisit a research model in which the relationships between Japanese supervisor–subordinate kankei (S-S kankei) and organisational commitment, job promotions and turnover intentions are mediated through job satisfaction. Based on the data randomly collected from a sample of 201 Japanese subordinates in three manufacturing firms in Tokyo, Japan, the results of structural equation modelling tests indicated that job satisfaction does partially mediate the relationships between Japanese S-S kankei and organisational commitment, job promotions and turnover intentions. The theoretical implication is that S-S relationship–job satisfaction–work outcomes model, supported in the Chinese context is equally valid in the Japanese context, suggesting the robustness of this mediation model. The practical implication is that Japanese firms are advised to encourage the development of S-S relationship and make sure that employees are satisfied with their jobs in order to enhance an employee’s commitment to the organisation, facilitate job promotions and reduce his/her intentions to leave.
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