EXPLORE THE EFFECT OF ORGANIZATIONAL CULTURE AND ORGANIZATIONAL LEADERSHIP ON EMPLOYEE ENGAGEMENT: THE MODERATING ROLE OF ORGANIZATIONAL COMMITMENT IN PUBLIC SECTOR AND GAMING SECTOR IN MACAU

ABSTRACT

THE AIM OF THIS RESEARCH IS TO INVESTIGATE HOW POWER DISTANCE ORIENTATION EFFECTS THE RELATIONSHIP BETWEEN PERCEPTIONS OF ORGANISATIONAL POLITICS AND PERCEPTIONS OF ORGANISATIONAL JUSTICE. A QUANTITATIVE CROSS-SECTIONAL STUDY WAS CONDUCTED ON 172 FULL TIME WORKERS IN MACAU, WHERE RESPONDENTS SELF-RESPONDED TO QUESTIONNAIRES THAT WERE TRANSLATED BACK-TO-BACK INTO CHINESE IN ORDER TO ACCOMMODATE THE POPULATIONS NATIVE LANGUAGE. THIS STUDY FOUND THAT POWER DISTANCE WAS CONTRARY TO OUR INITIAL HYPOTHESIS OF HIGH-POWER DISTANCE EQUALS TO HIGH POLITICS AND LOW JUSTICE. IT WAS FOUND THAT HIGH POWER DISTANCE IN FACTS EQUATES TO LOWER POLITICAL PERCEPTIONS AND HIGHER JUSTICE PERCEPTIONS. THIS STUDY CONTRIBUTES TO UNDERSTANDING POWER DISTANCE IN MACAU AS IT IS NOT NOTED IN THE HOFSTEDE CULTURAL DIMENSIONS. WE ALSO LEARNED THAT HAVING A LONGER DISTANCE BETWEEN A POSITION OF POWER CAN CONTRIBUTE TO LESS POLITICAL ACTIVITY AND MORE SENSE OF JUSTICE FOR THE EMPLOYEES