Company Paternalism and the Hidden-Investment Process: Identification of the "Right Type" for Line Managers in Leading Japanese Organizations
This study investigates belief in company paternalism as an indicator of the "right type" for line managers in leading Japanese corporations. In five companies, 1,075 line managers were surveyed about their belief in company paternalism, their experience with both the formal and informal c...
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| Veröffentlicht in: | Group & organization management 1990-12, Vol.15 (4), p.414-430 |
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| container_title | Group & organization management |
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| creator | Uhl-Bien, Mary Tierney, Pamela S. Graen, George B. Wakabayashi, Mitsuru |
| description | This study investigates belief in company paternalism as an indicator of the "right type" for line managers in leading Japanese corporations. In five companies, 1,075 line managers were surveyed about their belief in company paternalism, their experience with both the formal and informal career-development systems within their company, their working relationships with their immediate superior (LMX), and their overall job satisfaction. Results indicated that belief in company paternalism contributed as hypothesized to formal career investments, informal career investments (including both self-investment and supervisor investment), LMX, and overall job satisfaction. These relationships held true both before and after experiences with the formal career-development system were controlled. Implications of right type for American organizations are discussed. |
| doi_str_mv | 10.1177/105960119001500406 |
| format | Article |
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In five companies, 1,075 line managers were surveyed about their belief in company paternalism, their experience with both the formal and informal career-development systems within their company, their working relationships with their immediate superior (LMX), and their overall job satisfaction. Results indicated that belief in company paternalism contributed as hypothesized to formal career investments, informal career investments (including both self-investment and supervisor investment), LMX, and overall job satisfaction. These relationships held true both before and after experiences with the formal career-development system were controlled. 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Implications of right type for American organizations are discussed.</description><subject>Career development planning</subject><subject>Careers</subject><subject>Correlation analysis</subject><subject>Departments</subject><subject>Impacts</subject><subject>Investigations</subject><subject>Investment policy</subject><subject>Job satisfaction</subject><subject>Leader-member exchange</subject><subject>Leadership</subject><subject>Line managers</subject><subject>Organizational behavior</subject><subject>Paternalism</subject><subject>Perceptions</subject><subject>Regression analysis</subject><subject>Studies</subject><subject>Subordinates</subject><subject>Supervisors</subject><issn>1059-6011</issn><issn>0364-1082</issn><issn>1552-3993</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>1990</creationdate><recordtype>article</recordtype><sourceid>BENPR</sourceid><recordid>eNp9kE1Lw0AURQdRsFb_gKvgPva9mcxMZilBbaFgF92HSfJGU5oPZ1Kh_96UFFwIXb23OOdyuYw9Ijwjar1AkEYBogFACZCAumIzlJLHwhhxPf4jEJ-IW3YXwg4AuOLJjMmsa3rbHqONHci3dl-HJrJtFQ1fFC3rqqI2XrU_FIaG2iHa-K6kEO7ZjbP7QA_nO2fbt9dttozXH--r7GUdl9zwIU4L65xLKkikTbAAIq4FCaFNQdrKgkBI5OVY2BXcycLqVDtF0iSVsw7FnD1Nsb3vvg9jh3zXHU4lQ84F10qnXF6EQAglFZoR4hNU-i4ETy7vfd1Yf8wR8tOC-f8FR2kxScF-0l_qBeMXn6Fu_w</recordid><startdate>19901201</startdate><enddate>19901201</enddate><creator>Uhl-Bien, Mary</creator><creator>Tierney, Pamela S.</creator><creator>Graen, George B.</creator><creator>Wakabayashi, Mitsuru</creator><general>Sage Publications</general><general>SAGE PUBLICATIONS, INC</general><scope>AAYXX</scope><scope>CITATION</scope><scope>3V.</scope><scope>7WY</scope><scope>7WZ</scope><scope>7XB</scope><scope>87Z</scope><scope>88G</scope><scope>8BJ</scope><scope>8FI</scope><scope>8FJ</scope><scope>8FK</scope><scope>8FL</scope><scope>ABUWG</scope><scope>AFKRA</scope><scope>AZQEC</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>CCPQU</scope><scope>DWQXO</scope><scope>FQK</scope><scope>FRNLG</scope><scope>FYUFA</scope><scope>F~G</scope><scope>GHDGH</scope><scope>GNUQQ</scope><scope>JBE</scope><scope>K60</scope><scope>K6~</scope><scope>L.-</scope><scope>M0C</scope><scope>M2M</scope><scope>PQBIZ</scope><scope>PQBZA</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>PSYQQ</scope><scope>Q9U</scope><scope>M0A</scope><scope>PRINS</scope><scope>PYYUZ</scope></search><sort><creationdate>19901201</creationdate><title>Company Paternalism and the Hidden-Investment Process</title><author>Uhl-Bien, Mary ; 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| ispartof | Group & organization management, 1990-12, Vol.15 (4), p.414-430 |
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| source | SAGE Publications; Alma/SFX Local Collection |
| subjects | Career development planning Careers Correlation analysis Departments Impacts Investigations Investment policy Job satisfaction Leader-member exchange Leadership Line managers Organizational behavior Paternalism Perceptions Regression analysis Studies Subordinates Supervisors |
| title | Company Paternalism and the Hidden-Investment Process: Identification of the "Right Type" for Line Managers in Leading Japanese Organizations |
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