Conclusion

1. Suggestion and contribution

To conclude what I have discussed in previous section, here are my suggestions to both interviewees’ companies. Base on the information I have gathered from interviewee#1, he had experienced the following cultural impact in the company: (1) Cubicle office setting (2) Employees prefer late sitting (3) Power distance in work relationship. Here are my suggestions to the first interviewee’s company, use open-office as the floor pan and keep ears open for employees’ advices to modulate power distance.

As for interviewee#2, she had experienced the following cultural impact in the company: (1) Unpaid overtime (2) Power distance in work relationship. As for my suggestion to this company, overtime should be paid so that employees have higher job satisfaction; and employers should let employees have their words to have a real conversation.

In the matter of contributions, my findings have given glimpse of insight of cultural impact on foreign employees’ job satisfaction in Taiwan. One of the major contributions would be discovering reasons why foreign employees in Taiwan are satisfied or dissatisfied and construct possible ways of eliminating dissatisfaction and establish satisfaction. A minor contribution of this study would be accentuating the significance of understanding the needs of foreign employees who are under cultural impact; successively, acknowledge employees’ job satisfaction from a divergent perspective.

35

2. Research limitation

As for the frailty of this study, I could gather more diverse information regarding foreign employee’s working experience and job satisfaction in Taiwan. This study can be more accomplished if I could have interview with Taiwanese employees who work in foreign countries. This strategy may give me more insight of the cultural difference between Taiwan and other countries. The current achievement of this study may seem heuristic with my own interview. This study may be further achieved with the assistance of more manpower and miscellaneous perspectives on cultural impact.

A similar scholastic finding was revealed in “The Effect of Cultural Differences on Behavioral Responses to Low Job Satisfaction” written by David C. Thomas (2002). In David’s study, a connection between low job satisfaction and employees’ response was disclosed. Specifically, David’s study focuses on cases in Hong Kong and New Zealand which divulges the difference of employees’ attitude and behavior toward low job satisfaction. In terms of juxtaposition, David’s study shed more light on fathoming a peculiar issue; as for mine, it’s a guideline on realizing an analytical apprehension.

In general, Taiwan has provided a very democratic and hospitable living environment for many foreign employees. But when it comes to work, there are numerous cultural differences between Taiwan and foreign countries. This is not only a national level of cultural impact, but it is also an organizational level of cultural impact. According to my interviews with the two foreign employees in Taiwan, their job satisfactions have been peculiarly influenced by the cultural impacts they have been through. In my own opinion, I believe this a major subject every Taiwanese employers and employees should inspect in the age of globalization.

36

Reference

Agarwal, S. (1993), Influence of formalization on role stress, organizational commitment, and work alienation of salespersons: a cross-national comparative study. Journal of International Business Studies, Vol. 24, pp. 715-735.

Ali, Muhammad (2015). Impact of culture on international Business. Retrieved from https://www.linkedin.com/pulse/impact-culture-international-business-ali-muhammad-mba-acca-uk

Allen, D.G., Shore, L.M. and Griffeth, R.W. (2003), The role of perceived organizational support and supportive human resource practices in the turnover process. Journal of Management, Vol. 29, pp. 99-118.

Andolsek, D.M. and Stebe, J. (2004), Multinational perspectives on work values and commitment”, International Journal of Cross Cultural Management Vol. 4 pp. 181-209.

Arrindell, W.A. and Veenhoven, R. (2002). Feminine values and happy life-expectancy in nations”, Personality and Individual Differences Vol. 33, pp. 803-813.

Aryee, S., Luk, V., Leung, A. and Lo, S. (1999). Role stressors, inter-role conflict, and well-being: the moderating influence of spousal support and coping behaviors among employed parents in Hong Kong. Journal of Vocational Behavior, Vol. 54 pp. 259-278.

Brinkmann, S., Jacobsen M.H., Kristiansen S.(2014). Historical Overview of Qualitative Research in the Social Sciences. The Oxford Handbook of Qualitative Research

Collings, D. G., & Wood, G. (2009). Human resource management: A critical approach.

London: Routledge.

David Ingram (2014). Relationship Between Work Environment & Job Satisfaction in an

Organization for Employee Turnover. Retrieved from

http://smallbusiness.chron.com/relationship-between-work-environment-job-satisfaction-organization-employee-turnover-11980.html

Edgar H. Schein (1997). Organizational Culture & Leadership. Retrieved from http://www.tnellen.com/ted/tc/schein.html

37

Edgar H.Schein (2013). Organizational Culture and Leadership. (Massachusetts Institute of Technology) Retrieved from https://thehypertextual.com/2013/01/17/edgar-schein-organizational-culture-and-leadership/

Geert Hofstede (1984). Culture's Consequences: International Differences in Work-Related Values (2nd ed.). Beverly Hills CA

Geert Hofstede (1980a). Culture’s Consequences: International Differences in Work-Related Values, Sage, London.

Geert Hofstede. (1980b). Motivation, leadership, and organization: do American theories applyabroad?. Organizational Dynamics, Vol. 5, pp. 42-63.

Geert Hofstede (1984).The cultural relativity of the quality of life concept. The Academy of Management Review, Vol. 9, pp. 389-398.

Geert Hofstede (1991). Cultures and Organizations: Software of the Mind McGraw-Hill, London.

Goodman, D.S.G. and Robinson, R. (1996). The New Rich in Asia: Mobile Phones, McDonalds, and a Middle Class Revolution. Routledge, New York, NY.

Grzywacz, J.G., Arcury, T.A., Marin, A., Carillo, L., Burke, B., Coates, M.L. and Quandt, S.A.(2007). Work-family conflict: experiences and health implications among immigrant Latinos. Journal of Applied Psychology, Vol. 92, pp. 1119-1130.

Hannah, D.R. and Iverson, R.D. (2004). Employment relationships in context: implications for theory and practice. The Employment Relationship: Examining Psychological and Contextual Perspectives, Oxford University Press, Oxford, pp. 332-350.

Harrison, D.A., Newman, D.A. and Roth, P.L. (2006). How important are job attitudes?

Meta-analytic comparisons of integrative outcomes and time sequences”, Academy of Management Journal, Vol. 49, pp. 305-325.

Hassan, Z., Dollard, M.F. and Winefield, A.H. (2010). Work-family conflict in east vs Western countries Cross Cultural Management, Vol. 17, p. 30.

38

Hassi, A., Storti, G. and Azennoud, A. (2011). Corporate trainers’ credibility and cultural values: evidence from Canada and Morocco. Cross Cultural Management, Vol. 18 No. 4,pp.

499-519.

Herzberg, Frederick, Mausner, Bernard, Snyderman, Barbara B. (1959). The Motivation to Work. New York: John Wiley.

Jeanine Karin Andreassi, Leanna Lawter, Martin Brockerhoff and Peter J. Rutigliano (2014). Cross Cultural Management Vol. 2. Emerald Group Publishing Limited

Kirkman, B.I. and Shapiro, D.L. (2001). The impact of cultural values on job satisfaction and organizational commitment in self-managing work teams: the mediating role of employee resistance. Academy of Management Journal, Vol. 44, pp. 557-589.

Kooij, D.T.A.M., Jansen, P.G.W., Dikkers, J.S.E. and De Lange, A.H. (2010). The influence of age on the associations between HR practices and both affective commitment and job satisfaction: a meta analyses. Journal of Organizational Behavior, Vol. 31, pp.

1111-1136.

Korabik, K., Lero, D. and Ayman, R. (2003). A multi-level approach to cross-cultural work-family research: a micro- and macro-level perspective. International Journal of Cross Cultural Management, Vol. 3, pp. 289-303.

Lang, J.R., Dollinger, M.J. and Marino, K.E. (1987). Aggregation bias in strategic decision making research. Journal of Management, Vol. 13, pp. 689-702.

Leung, K. and Bond, M.H. (1989). On the empirical identification of cross-cultural comparison. Journal of Cross-Cultural Psychology, Vol. 20, pp. 133-151.

Loh, J., Restubog, S.L.D. and Gallois, C. (2010). Attitudinal outcomes of boundary permeability. Cross Cultural Management, Vol. 17, p. 118.

Maslow, A (1954). Motivation and personality. New York, NY: Harper.

Muhammad Ali MBA, ACCA (2015), Impact of culture on international Business.

University of Wales

Patton, Michael Q. (2002). Qualitative Research & Evaluation Methods. Thousand Oaks: Sage Publications.

39

Priti Ramjee (2014). The Impact of Workplace Relationship to Employee Satisfaction.

Retrieved from http://smallbusiness.chron.com/impact-workplace-relationship-employee-satisfaction-20306.html

"Taiwan" The World Factbook. Central Intelligence Agency, 2015. Web. 4 July 2016.

Thomas, D. & Au, K. J (2002). The Effect of Cultural Differences on Behavioral Responses to Low Job Satisfaction.Journal of International Business Studies

June 2002, Volume 33, Issue 2, pp 309–326

Tomislav Babić (2013). Relationship between Working Conditions and Job Satisfaction:

The Case of Croatian Shipbuilding Company.International Journal of Business and Social Science Vol. 4 No. 2, pp 206-213

United States Agency for International Development’s Center for Development Information and Evaluation. (1996). Conducting Key Informant Interviews.

(Performance Monitoring and Evaluation TIPS) Retrieved from http://www.usaid.gov/pubs/usaid_eval/pdf_docs/pnabs541.pdf

Yang, N., Chen, C., Choi, J. and Zou, Y. (2000). Sources of work-family conflict: a sino-US comparison of the effects of work and family demands. Academy of Management Journal,Vol. 43, pp. 113-123.

40