The Effects of Employees’ Nationalities vs. MNCs’ Nationalities on Work values, Organizational Structure, and Job Structure

The Effects of Employees’ Nationalities vs. MNCs’ Nationalities on Work values, Organizational Structure, and Job Structure

This paper compared the effects of employees’ nationalities and multinational corporations’(MNC) nationalities on work values, organizational structure, and job structure. In terms of work values, Korean employees working for multinational banks with different nationalities in Korea have no different work values despite different MNCs’nationalities, which supports divergence approach. Additional analysis indicates that Korean employees’ work values appear to be more influenced by demographic variables than MNCs’ nationalities. With regard to organizational structure, significant differences were found in both centralization and formalization. Unlike work values, organizational structure was determined by MNCs’ home country cultures (MNCs’ nationalities). More specifically, the order of centralization among Korean, British, and Americanmultinational banks was absolutely congruent with that of the power distance cultural dimension. In addition, the order of formalization was also absolutely congruent with that of the uncertainty avoidance cultural dimension. On the other hand, job structure was not influenced by MNCs’ home country culture (MNCs’ nationalities). Some limitations of the current study and future studies were suggested.