Browsing by Subject "Personnel management"
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ItemComparable work.(Assumption University, 1992)
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ItemAn examination of human resource management practices by Japanese expatriate managers and their Impact on job satisfaction of employees of Matsui (Asia) Co., Ltd.(Assumption University, 2004) Yoshimichi Uratsuji ; Patricia Arttachariya, jt. auth. ; Assumption University. Martin de Tours School of Management and EconomicsThis paper explored the job satisfaction of employees of Matsui (Asia) Co., Ltd. (MA CJ, a foreign subsidiary of Matsui Mfg. Co., Ltd., which employs an ethnocentric staffing policy. A survey was used to assess employees ' perceptions toward MAC s management policies in general and toward Japanese expatriate managers on four dimensions of management skill. Job satisfaction was assessed in terms of the four dimensions of Herzberg s Motivation-Hygiene theory. Demographic attributes also were assessed. Attitudes toward MA Cs ethnocentric staffing policy also were explored through an open-ended question and a focus group. Results indicated that respondents held both positive and negative attitudes toward management, but the perception that MAC has an ethnocentric staffing policy is more strongly associated with positive attitudes. Job satisfaction was most clearly related to the perception that work is challenging and that management is flexible.
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ItemAn examination of the psychological contract in Thailand(Assumption University, 2005) Krisda Tanchaisak ; Assumption University. Martin de Tours School of Management and EconomicsThis study aimed at investigating perceptions regarding psychological contract breaches, it examined the employees perception, the incongruence between the employee and organization s perceptions, and the employees perceived importance of each type of psychological contract. Neither party perceived that transactional psychological contract was breached. The employee reported the organization had breached the balanced and relational psychological contracts to a certain extent. The organization agreed it had breached the relational contract but not the balanced contract. The employee reported that the balanced and relational contracts were equally important and they were more important than the transactional contract.
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