PL EN


2018 | 66 | 9: Sinologia | 33-53
Article title

Relacje między przełożonym a podwładnym w Chinach — analiza wypowiedzi chińskich pracowników w świetle psychologii organizacji

Title variants
EN
Relationships between Supervisors and Subordinates in China: Analysis of the Utterances of Chinese Workers in the Light of Organization Psychology
Languages of publication
PL
Abstracts
PL
W artykule opisano specyfikę relacji między przełożonym a podwładnym na tle zmian w postrzeganiu postaw chińskich pracowników przez badaczy psychologii organizacji. Sprawdzono, czy w odstępie niecałych dziesięciu lat od badań GLOBE z 2004 r. do badań przeprowadzonych przez jedną z autorek w 2010 i 2011 r. można odnotować różnicę w postawach chińskich pracowników. Ustalono, jakie atrybucje dotyczące zachowania podwładnego i przełożonego opisanego w incydencie krytycznym ujawniają osoby badane oraz jak pracownicy wzajemnie się postrzegają. Opisano, jak wygląda nawiązywanie relacji ze współpracownikami i jakie relacje cechują ich współpracę.
EN
The article presents the perspective of Chinese employees on relationships between supervisors and subordinates in the context of changes in the local work setting. It was investigated whether, within the scope of several years between the Globe research in China and qualitative research presented in the article, differences in attitudes of Chinese employees towards greater assertiveness, independence at work and lower hierarchy may be observed. In order to further our understanding of the changing nature of supervisor-subordinate attitudes, this article examines data obtained from in-depth interviews conducted among Chinese managers in local or/and multinational companies in China. Critical incidents describing misunderstandings in work setting were collected, transcribed and coded with support of N-Vivo software. Results of the study present attributions of subordinate and supervisor described by respondents in critical incidents and show how employees perceive each other. Authors describe the pattern for establishing relationships with co-workers in the business work setting in China and characteristics of their cooperation.
Year
Volume
66
Issue
Pages
33-53
Physical description
Contributors
  • Wydział Filologiczny, Uniwersytet Jagielloński
  • Wydział Psychologii, SWPS Uniwersytet Humanistycznospołeczny
References
  • Adler, Nancy J., i Zeynep Aycan. „Cross-Cultural Interaction: What we know and What we need to know”. Annual Review of Organizational Psychology and Organizational Behavior 5 (2018): 307-225. DOI: https://doi.org/10.1146/annurev-orgpsych-032117-104528.
  • Aycan, Zeynep. „Leadership in cultural context”. In Peter B. Smith, Mark F. Peterson, David C. Thomas (eds.). Handbook of Cross-Cultural Management, 219–239. London: Sage, 2008.
  • Barney, Glazer G. Theoretical Sensitivity: Advances in the Methodology of Grounded Theory. Mill Valley, Ca.: Sociology Press, 1978.
  • Fernandez, Juan Antonio, i Laurie Underwood. China CEO Voices of Experience from 20 International Business Leaders. New York: John Wiley & Sons (Asia) Pte Ltd., 2006.
  • Flanagan, John C. „The critical incident technique”. In Sidney Gael. The Job Analysis Handbook for Business, Industry, and Government. Vol. II, rozdz. 9, 8, 1121–1137. New York: John Wiley & Sons, 1954.
  • Flick, Uwe. Projektowanie badań jakościowych. Tłum. Paweł Tomanek. Warszawa: Wydawnictwo Naukowe PWN, 2010.
  • Flick, Uwe. Jakość w badaniach jakościowych. Tłum. Paweł Tomanek. Warszawa: Wydawnictwo Naukowe PWN, 2011.
  • Fu Pingping, Wu Rongxian, Yang Yongkang, Ye Yun. „Chinese Culture and Leadership”. In Jagdeep S. Chhokar, Felix C. Brodbeck, Robert J. House (eds.). Culture and Leadership Across the World The GLOBE book of In-Depth Studies of 25 Societies, 877–909. London: Psychology Press, 2007.
  • Gibbs, Graham. Analizowanie danych jakościowych. Tłum. Maja Brzozowska-Brywczyńska. Warszawa: Wydawnictwo Naukowe PWN, 2011.
  • Heller, Frank, Eugen Pusic, George Strauss i Bernhard Wilpert. Organizational participation: Myth and reality. New York: Oxford University Press, 1998.
  • Hofstede, Geert. Culture’s consequences: International differences in work related values. Beverly Hills: Sage, 1980.
  • Hofstede, Geert, Gert Jan Hofstede, Michael Minkov. Kultury i organizacje. [Wyd. 1 i 2]. Warszawa: Polskie Wydawnictwo Ekonomiczne, 2007/2000.
  • Hong, Y.-Y., Michael W. Morris, Chi Yue Chiu i Veronica Benet-Martinez. „Multicultural minds: a dynamic constructivist approach to culture and cognition”. American Psychologist 55 (2000), no. 7: 709–720. DOI: http://dx.doi.org/10.1037/0003-066X.55.7.709.
  • House, Robert J., Paul J. Hanges, Mansour Javidan, Peter W. Dorfman, Vipin Gupta (eds.). Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies. Thousand Oaks, CA: Sage, 2004.
  • Kirkbride, Paul S., Sara F.Y. Tang i Robert I. Westwood. „Chinese conflict preferences and negotiating behavior: cultural and psychological influences”. Organization Studies 12 (1991), no. 3: 365-386. DOI: https://doi.org/10.1177/017084069101200302.
  • Konecki, Krzysztof [Tomasz]. Studia z metodologii badań jakościowych. Teoria ugruntowana. Warszawa: Wydawnictwo Naukowe PWN, 2000.
  • Littrell, Romie F. „Desirable leadership behaviors of multicultural managers in China”. http://romielittrellpubs.homestead.com/files/littrell_2002.pdf. Za: Michael Harris Bond, Ammbrose Y.C. King. „The Confucial paradigm of man: a sociological view”. W: Wen-Shing Tseng i David Y.H. Wu (eds.). Chinese Culture and Mental Health, 29–45. Orlando: Academic Press, 1985 i 2002.
  • Leung, Kwok, i Frences P. Brew, „A cultural analysis of harmony and conflict. Toward and Integrated Model of Conflict Styles”, w: Robert S. Wyer, Chi-yue Chiu i Ying-yi Hong (eds.), Understanding Culture. Theory, Research and Application, 411–428. New York: Psychology Press Taylor & Francis Group, 2009.
  • Lewis, J. Rees, i Ritsuko Ozaki. „Amae and Mardy. A comparison of two emotion terms”. Journal of Cross-Cultural Psychology 40 (2009), no. 6: 917–934. DOI: https://doi.org/10.1177/ 0022022109346957.
  • Ma Shan. Chinese managers in simulated conflict on welfare benefit: effects of past-relationship, other’s strategy, hierarchy and stake. 2001. Niepublikowana praca doktorska. (http://www4.gu.edu.au:8080/adt-root/uploads/approved/adt-QGU20030226.145822/public/01Front.pdf, data dostępu 29.06.2018).
  • Smith, Jonathan A., i Mike Osborn. „Interpretive phenomenological analysis”. W: Jonathan A. Smith (ed.). Qualitative psychology: A practical guide to research methods, 51–80. London: Sage, 2003.
  • Smith, Peter B. Indigenous aspects of management. W: Peter B. Smith, Mark F. Peterson i David C. Thomas. Handbook of Cross-Cultural Management Research, 319–333. Thousand Oaks, CA: Sage Publications, 2008.
  • Sagie, Abraham, i Zeynep Aycan. „A cross-cultural analysis of participative decision — making in organizations”. Human Relations 56 (2003), no. 4: 453–473. DOI: https://doi.org/10.1177/ 0018726703056004003.
  • Syed, Jawad, Nour George Hazboun i Peter A. Murray. „What locals want: Jordanian employees’ views on expatriate managers”. International Journal of Human Resource Management 25 (2014): 212–233. DOI: https://doi.org/10.1080/09585192.2013.812975.
  • Trompenaars, Alfons, i Charles Hampden-Turner. Siedem wymiarów kultury. Tłum. Bogumiła Nawrot. Kraków: Oficyna Ekonomiczna 2002.
  • Tung, Rosalie L., Alain Verbeke. „Beyond Hofstede and GLOBE: improving the quality of cross-cultural research”. Journal of International Business Studies 41 (2010): 1259–1274. DOI: https://doi.org/10.1057/jibs.2010.41.
  • Wang Meng 王猛. 對儒家五 倫的消解與重購 („Dui rujia wulun de xiaojie yu zhong gou”). 西北民族大学学 [Xibei Minzu Daxue Xuebao] 2011(6): 148–153.
Document Type
Publication order reference
Identifiers
YADDA identifier
bwmeta1.element.desklight-f237804e-e9ea-46ea-bdc1-5574c8efd097
JavaScript is turned off in your web browser. Turn it on to take full advantage of this site, then refresh the page.