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WorkChina™
Key Findings
Employees in China mainland demonstrated generally higher favorable responses
than their Asia Pacific counterparts in most areas of the survey, especially
in the areas of teamwork, supervision and workplace innovation. They also showed
a strong willingness to accept change at their companies. On the other hand,
China mainland employees had lower levels of satisfaction with their immediate
jobs, and saw less linkage between their companies’ success and their
individual pay. Specifically, the most important findings from the WorkChina
survey are:
Embracing Change. Chinese employees were much more positive
about their leaders ability to make the decisions and changes necessary to compete,
and also on managing that change. In addition, attitudes of employees in companies
that underwent significant change were more positive than in those companies
that did not change.
Positive about Workgroup. Employees in China mainland were
more positive about their immediate workgroup than most other places in Asia
Pacific. This included highly favorable responses about teamwork in their organisations
and their immediate supervisors.
Commitment Driven by Many Factors. Commitment in Chinese employees
was influenced more strongly by factors other than compensation. This included
their companies’ ability to provide effective leadership and communication,
an efficient performance management system, good physical working conditions,
and meaningful work for employees.
Dissatisfaction with Remuneration. Like most places in Asia
Pacific, Chinese employees had low levels of satisfaction with their compensation
and benefits. In China, the dissatisfaction was focused primarily on benefits
and opportunities for bonus pay, which were both below the Asia Pacific norm.
Murky Line of Sight. Chinese employees felt strongly that
they understood their companies’ values and business goals. However, they
were much less positive than their Asia Pacific counterparts on their companies
communication about pay and benefits, as well as the linkage between the companies
success and their own pay. They were also less likely to say that their company
did a good job of holding employees accountable for their results.
Low Job Satisfaction. Employees in China mainland were generally
less satisfied with their individual jobs than others in Asia Pacific. Specifically,
they felt less of a sense of personal accomplishment and ability to apply their
knowledge and skills than their Asia Pacific counterparts.
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