ORIGINAL TEXT
The impact of emotional bonds with supervisor on passive continuance commitment should be analyzed in terms of the reality of foreign-invested enterprises since that, in China, the levels of continuance commitment are different in state-owned enterprises and foreign-invested enterprises (Wang, 2004). Employees with a high level of passive continuance commitment either recognize the costs associated with leaving the organization or have to stay with the company due to a lack of job alternatives. Different from state-owned companies, people working in foreign invested companies have more latitude in deciding their own jobs because they do not necessarily care about their officially recognized place of residence. People are not hesitate to quit their job if they do not want to work in the foreign-invested companies any longer, although in rare causes illegal companies hold their employees in the company and do not permit the employees to quit freely. In general, passive continuance commitment in foreign invested companies is not high. Emotional bond with a supervisor might be likely to have impact on the active continuance commitment in that employees might feel more chances in the future, whereas it is not the case for emotional bond with a supervisor to affect the passive continuance commitment to the organization. It is generally hard for the employees to feel lacking of chance or having no alternatives because of the emotional bond with a supervisor. Therefore, it can be argued that employees’ emotional bond with a supervisor is not related to passive continuance commitment to the organization.In contrast, the relationships of emotional bonds with coworkers and passive continuance commitment are differing. Many guest workers working in the same company come from the same hometowns. People like to move to a new place with their friends together to find a job. Thus, there is usually a close network among guest workers. People from the same hometown are likely to form a small inside group. When an individual has developed a very good relationship and maintain emotional ties with his coworkers, he would be unwilling to lose the emotional ties with his coworkers, because the ties are more than a mere relationship in the workplace. Employees would get substantially spiritual supports from their coworkers even outside the domain of work. Therefore, considering the unwillingness and the cost of losing the emotional ties with coworkers, it would be reasonable to expect that people with emotional bond with coworkers are characterized by a higher level of passive continuance commitment. H4: Employees’ emotional bonds with coworkers are related to passive continuance commitment toward the organization.
PROOFREADED TEXT
In China, the level of continuance commitment differ at state-owned enterprises and foreign –invested enterprises, having a great impact on the emotional bonds of the employees with their supervisors as passive continuance commitment . The employees with a high level of passive continuance commitment hesitate to leave their jobs due to a lack of better job alternatives or they find it hard to realize the costs associated with leaving the organization .
In foreign invested companies, people have more certainty in finding the jobs they want because they do not care about their officially recognized place of residence . If anyone wants to quit their job in foreign –invested companies they can do it without any hesitation . In rare cases though , illegal companies do not allow their employees to quit freely their jobs if they decide so , and force them to work still there .
The passive continuance commitment is generally low in the foreign invested companies . An emotional bond with a supervisor can more likely to have an impact on the active continuance commitment seen as more chances for the future . The same emotional bond with a supervisor can not affect the passive continuance commitment to the organization , but it makes it hard for the employees to feel the lack of chances or alternatives .
Therefore , it is questionable that employees ‘ emotional bond with a supervisor is related or not to passive continuance commitment to the organization .
In contrast, the emotional bonds of the relationships with the coworkers and passive continuance commitment are different .Many guest workers working in the same company come from the same hometowns , because people like to move to a new place with their friends and together find new jobs . That is why there is usually a close connection between guest workers .
People from the same hometowns are likely to form small groups of interests . When an individual has developed a very good relationship with his coworkers and maintains these emotional ties , he would not break these ties , because they mean more than a mere relationship at the place of work . They can get a substantial spiritual support from their coworkers , even in personal matters .
Therefore, considering the unwillingness and the high cost of losing the emotional ties with their coworkers , it would be reasonable to expect that people with emotional bond with their coworkers are characterized by a higher level of passive continuance commitment .
