Exploring MEH (Manager-Employee-Heterophily) in US-owned and managed plants in Taiwan

Chang, K ORCID: https://orcid.org/0000-0002-5689-7780, Taylor, J and Cheng, K 2017, 'Exploring MEH (Manager-Employee-Heterophily) in US-owned and managed plants in Taiwan' , in: The China business model , Elsevier, London.

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In this chapter, we explores MEH (manager-employee-heterophily) and its organizational influence. MEH refers to a phenomenon in the workplace where managers and employees are from different ethnic backgrounds: the managers are typically expatriates from overseas parent-companies, while the general workforce comprises locally recruited employees. Prior studies imply that MEH may affect aspects of organizational culture, in particular factors that relate to human resource management. Our research findings have revealed that MEH influences aspects of organizational culture, more specifically, Taiwanese employees prefer Taiwanese to US managers. MEH is also shown to influence perceived levels of stress at work, an effect moderated by employees' psychological acceptance and job tenure. The influence of MEH is largely considered in the context of cultural unfamiliarity between Taiwanese employees and US managers. Expanding our understanding of MEH and potential sources of (dis)harmony between employees and their managers may provide organizations with the knowledge required to harness the organizational benefits of MEH and ameliorate negatives through informed human resource management practices.

Item Type: Book Section
Editors: Rowley, C and Paulet, E
Schools: Schools > Salford Business School
Publisher: Elsevier
ISBN: 9780081007501
Related URLs:
Funders: Non funded research
Depositing User: Professor Kirk Chang
Date Deposited: 22 Mar 2016 15:02
Last Modified: 16 Feb 2022 17:37
URI: https://usir.salford.ac.uk/id/eprint/38232

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