Chinese Values Survey

Description

This measure (Chinese Values Survey) was developed by the Chinese Culture Connection (1987), an international network of organizational researchers headed by Michael H. Bond. It was originally developed in Chinese, subsequently translated to English, then back-translated to Chinese, and the two versions compared for consistency. The measure assesses four categories of values related to work. These are integration, Confucian work dynamism, human-heartedness, and moral discipline. Integration focuses on the importance placed on social sta­bility and a sense of harmony with self, family, and associates. It includes values such as non competitiveness and tolerance of others. Confucian work dynamism focuses on the importance of preservation of the social hierarchy, protecting the status quo, having a sense of shame, and reciprocation of favors and gifts. Human-heartedness focuses on the importance of social awareness and needing to be kind and courteous to others, including values such as patience and sense of  right eousness. Moral discipline focuses on the importance of personal control, especially in a group setting, and in­cludes values such as moderation, carefulness, and having few desires. The measure has been used to compare values in different cultures (Ralston, Gustafson, Elsass, Cheung, & Terpstra, 1992).

Reliability

Coefficient alpha values were .80 for integration, .77 for Confucian work dynamism, .81 for human-heartedness, and .55 for moral discipline (Pearson & Chong, 1997).

Validity

The dimensions of the Chinese Values Survey differentiated Chinese man­ agers from the People’s Republic of China (PRC) from Chinese managers from Hong Kong. Hong Kong managers scored significantly higher on the importance of integration, which is consistent with Hong Kong’s history of relative social stability, compared with the PRC where citizens have experi­ enced disruptions of social stability, such as the Cultural Revolution. Simi­ larly, Confucian work dynamism (CWD) differentiated PRC Chinese man­ agers (high importance on CWD) from Hong Kong Chinese managers (medium importance on CWD) and American managers (low importance on CWD). Human-heartedness differentiated American managers (high importance) from both PRC and Hong Kong Chinese managers (Ralston et al., 1992). Pearson and Chong (1997) found that job characteristics had less effect on the satisfaction of employees who placed greater importance on the collective aspects of the Chinese Values Survey, such as work group harmony and preservation of the status quo.

Source

Items

Responses are obtained using a 9-point Likert-type scale where I= no impor­tance and 9 = extreme importance.

Integration items:

1. Tolerance of others
2. Harmony with others
3. Solidarity with others
4. Noncompetitiveness
5. Trustworthiness
6. Contentedness
7. Being conservative
8. A close, intimate friend
9. Filial piety
10. Patriotism
11. Chastity in women

Confucian work dynamism items:

1. Ordering relationships by status and observing order
2. Thrift
3. Persistence (perseverance)
4. Having a sense of shame
5. Reciprocation of greetings, favors, and gifts
6. Personal steadiness
7. Protecting your face
8. Respect for tradition

Human-heartedness items:

1. Kindness (forgiveness, compassion)
2. Sense of righteousness
3. Patience
4. Courtesy

Moral discipline items:

1. Moderation, following the middle way
2. Keeping oneself disinterested and pure
3. Adaptability
4. Prudence (carefulness)
5. Having few desires

Remaining items that did not load on the four factors:

1. Industry (working hard)
2. Humbleness
3. Loyalty to superior
4. Observation of rites and social rituals
5. Knowledge (education)
6. Self-cultivation
7. Benevolent authority
8. Resistance to corruption
9. Sincerity
10. Repayment of both the good or the evil that another person has caused you
11. A sense of cultural superiority
12. Wealth