Job attitudes and organizational justice in joint venture hotels in China: the role of expatriate managers

Abstract

In a survey of local employees in joint venture hotels in China, perceived interactional justice was found to be predictive of job attitudes, and perceived salary fairness in comparison with expatriate managers explained additional variance in job attitudes. Compared to previous results, local employees now perceived their pay as much more unfair when compared with that of expatriate managers. In addition to perceived justice, perceived managerial practices of expatriate managers and incentives received were also predictive of job attitudes of local employees. Consistent with previous results, employees working with overseas Chinese and Japanese managers reported less positive job attitudes than those working with Western and other Asian managers. These differences were related to neither perceived differences in managerial practices or managerial experiences of the expatriate managers nor perceived differences in incentives received. The justice framework provides the best explanation for these results.