Loyalty to supervisor vs. organizational commitment: Relationships to employee performance in China

Abstract

In this research, we investigated the relationship between loyalty to supervisor and employee's in‐role and extra‐role performance in comparison with that of organizational commitment in the People's Republic of China. Two studies were conducted. In the first study, a five‐dimension loyalty to supervisor scale was developed and validated. In the second study, the relationships between loyalty to supervisor, organizational commitment and employee performance were examined. Results indicated that loyalty to supervisor was more strongly associated with both in‐role and extra‐role performance than organizational commitment. The findings are discussed in terms of their implications for future research and management practices in cross‐cultural settings.