Are Guanxi-type Supervisor-Subordinate Relationships Culture-General? An Eight-Nation Test of Measurement Invariance
Three dimensions of subordinate-supe
Beliefs about personhood are understood to be a defining feature of individualism-collectivism (I-C), but they have been insufficiently explored, given the emphasis of research on values and self-construals. We propose the construct of contextualism, referring to beliefs about the importance of context in understanding people, as a facet of cultural collectivism. A brief measure was developed and refined across 19 nations (Study 1: N = 5,241), showing good psychometric properties for cross-cultural use and correlating well at the nation level with other supposed facets and indicators of I-C. In Study 2 (N = 8,652), nation-level contextualism predicted ingroup favoritism, corruption, and differential trust of ingroup and outgroup members, while controlling for other facets of I-C, across 35 nations. We conclude that contextualism is an important part of cultural collectivism. This highlights the importance of beliefs alongside values and self-representations and contributes to a wider understanding of cultural processes.
Purpose: the use of performance management (PM) tools is a defining characteristic of public sector management. However, while research on PM is extensive, comparatively little focuses on how the practice shapes the attitudes and behavior of employees. This article addresses this question and develops a conditional process model that links PM to turnover intention. The model predicts that the PM-turnover relationship is mediated by job satisfaction and moderated by job-goal alignment.
Design and methodology: We use a unique dataset drawn from the Russian public sector to test the model empirically. Conditional process modeling is used to test for moderated mediation. The effects are further explored using bootstrapped bias-corrected confidence intervals.
Findings: The analysis suggests that PM has an indirect effect on turnover intention via job satisfaction in the average case. However, the indirect effect is stronger for employees who perceive that their work contributes directly to organizational goals. In contrast, for employees whose work lacks organizational goal alignment, PM has no significant effect.
Originality: Despite being an instrument to manage organizational (including human) resources, few studies have linked PM to employee-level outcomes. By doing so, this study implies promising research paths that can help generate a more complete picture of how PM shapes organizational processes in the public sector.
The Big Five Inventory–2 (BFI-2) is a recently published 60-item questionnaire that measures personality traits within the five-factor model framework. An important aspect of the BFI-2 is that it measures the traits at both the domain and facet levels and also controls acquiescence bias via the balanced number of true- and false-keyed items across the domains and facets. The current research evaluates factorial measurement invariance of a Russian version of the BFI-2 across sex and age within samples of 1,024 university students (Study 1) and 1,029 Internet users (Study 2). Across these samples, men scored lower on the domains of negative emotionality and agreeableness and slightly higher on extraversion. Sex differences were also obtained on various facets. In the Internet sample, age correlated modestly with several Big Five domains in accordance with the well-documented maturity principle. The newly developed Russian version of BFI-2 showed good reliability and validity across both samples. Moreover, random intercept exploratory factor analyses showed that the BFI-2 displayed a hierarchical five-domain-15-facet structure that demonstrated strict measurement invariance across sex and age.