Organizational commitment in Chinese small- and medium-sized enterprises: The role of extrinsic, intrinsic and social rewards

Alexander Harry Newman, Abdullah Z Sheikh

Research output: Contribution to journalArticleResearchpeer-review

63 Citations (Scopus)


This study investigates the relationship between organizational rewards and employee commitment in Chinese small- and medium-sized enterprises (SMEs). Hierarchical regression analysis was utilized to analyse survey data from 286 employees of 11 organizations. In line with what was hypothesized extrinsic rewards were found to be strongly related to both affective and continuance commitment, whereas satisfaction with supervision and role clarity positively influenced affective commitment. In contrast to previous empirical findings, autonomy and training provision were only found to influence continuance commitment. These findings have significant managerial implications regarding the utility of providing organizational rewards to enhance the commitment of Chinese employees. In order to promote employee commitment, SME managers could start by giving their employees greater autonomy and clarity regarding their role in the organization, as well as improving supervisor support. These are relatively inexpensive measures compared to the costly alternatives of improving extrinsic benefit packages and investing in employee training.
Original languageEnglish
Pages (from-to)349 - 367
Number of pages19
JournalInternational Journal of Human Resource Management
Issue number2
Publication statusPublished - 2012
Externally publishedYes

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