Effects of national culture and organizational types of workers on the job‐related orientations of Japanese, US and Australian employees

Abstract

This study explores whether a nation‐culture factor (national culture) or a worker‐type factor (organizational types of workers) has more powerful effects on various job‐related orientations of Japanese, US and Australian employees. Job‐related orientations were categorized into the following three: job‐performance orientation, human‐relation orientation, and safety‐maintenance orientation. A total of 212 Japanese, 187 American and 147 Australian workers participated in this research. The subjects were grouped into five different organizational types of workers. The cultures‐by‐types interaction failed to achieve significance on the combined dependent variables. The cultures (nation‐culture) variable indicated significant relationships with human‐relation orientation and safety‐maintenance orientation, and the types (worker‐type) variable showed an indication of significant relationships with job‐performance orientation.

Citation

Yamaguchi, I. (1999), "Effects of national culture and organizational types of workers on the job‐related orientations of Japanese, US and Australian employees", Leadership & Organization Development Journal, Vol. 20 No. 1, pp. 36-45. https://doi.org/10.1108/01437739910251198