![]() They did so by explicating institutional and cultural characteristics of their context on the emergence, meaning, and evolution of commitment by reference to their own research and extant local research. We asked six organizational behavior scholars, who are intimately familiar with Brazil, China, Denmark, Germany, or Israel as their country of origin or extended residence, to " contextualize " workplace commitment. ![]() The purpose of the present commentary is to discuss the nature and correlates of workplace commitment across cultures. Copyright © 2014 John Wiley & Sons, Ltd. ![]() The paper concludes with a discussion of implications for research and the practice of employment relationships. Additional analysis reveals that less-traditional managers responded to economic rewards (but not developmental rewards) with higher job performance. Using a sample of 535 middle managers from 40 companies in China, the authors find support for all hypotheses except the moderating effect of traditionality on the relationship between offered inducements and performance. Based on social learning and social exchange theories, the authors expect the more traditional middle managers to respond less positively in terms of their performance and commitment to high levels of expected contributions and the associated psychological empowerment but respond more positively to high levels of offered inducements. In this study, the authors examine the moderating effect of middle managers' traditionality, a within-culture value orientation regarding submission to authority and endorsement of hierarchical role relationships, on their responses to an organization's employee–organization relationship practices. ABSTRACT In studying the effect of employment-relationship practices on employees, research has largely ignored individual differences, both cross-culturally and within cultures.
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