International Dimensions of Applied Psychology and Ethical Issue in HRM_K04 PKM MM_2022 (original) (raw)
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This paper differentiates between cross-cultural adjustment and performance based upon Campbell's model of performance (1990). It examines the roles that cross-cultural adjustment plays as intervening variables in a model of expatriate performance. Firstly, the paper refers to the literature on job performance and cross-cultural adjustment in the expatriate domain. Based upon a multidimensional view of both job performance and cross-cultural adjustment, the paper conceptualizes cross-cultural adjustment as a mediator of the relationships between selected organizational support mechanisms and six components of job performance. The three types of cross-cultural adjustment were found to play differential roles when the model was tested in a study with Australian expatriates in the Special Administrative Regions of China (SARs). ). There were six factors found to be relevant to the sample upon which the model was tested as part of the author's PhD thesis. A brief description of the measure and procedure towards its development is presented in the section on measures.
Personnel Selection in International Context: Challenges and Recommendations
SIOP Conference, 2021
In this panel discussion, four selection and assessment practitioners will discuss their perspectives on and approaches to designing and implementing assessments internationally. They will discuss some of the key global selection-and-assessment topics such as cross-cultural equivalence, translation, international employment law, and technology.
20th Workshop on Strategic Human Resource Management, EIASM, Brussels, April 28-29. , 2005
THE ADJUSTABILITY OF THE EXPATRIATE MANAGER: PROPOSAL OF AN IMPROVED MEASUREMENT SCALE Abbreviated title: IMPROVED SCALE FOR ADJUSTABILITY Dr. Marie France WAXIN The adjustability of expatriate managers has a major influence on the success or failure of their mission. Yet, because of the difficulty of measuring this antecedent, it does not always receive the attention that it deserves. The objective of this research is to propose an improved measurement scale of the six dimensions of expatriates´adjustability. 1.Context and research objectives Organisations send their managers abroad in order to develop global strategies, to coordinate and to control their international ventures. Expatriate managers are thus key factors in the success of these ventures. The expatriate managers’ adjustment process, its measure and its antecedents have recently drawn the interest of researchers and managers. In the literature on cross-cultural adjustment (Black 1988; Waxin & Chandon, 2003; Waxin, 2000; 2004), adjustment is defined as “the degree of psychological comfort that an individual has towards several aspects of a new environment”. The adjustment process is lengthy and can vary from one individual to the next. It nonetheless requires certain qualities from the individual for its outcome to be positive (Cerdin, 1999). The concept of adjustability includes the personal abilities that will allow expatriates to adjust to their new position, to interactions with host nationals and to the local living conditions. However, because of measurement difficulties, this concept of adjustability has not always received the attention that it deserves. Cerdin’s (1999) and Cerdin et al.’s (1999) recent work show that expatriates’ adjustability comprises six different dimensions. Cerdin’s scale comprises 25 items and explains 50% of the variance of adjustability. This scale, however, was only validated on a population of French managers. This research was part of a doctoral thesis on the antecedents of cross-cultural adjustment (Waxin, 2000). Its objective is, based on Cerdin’s (1996) and Cerdin et al.’s (1999) work, to propose an improved measurement scale of the six dimensions of adjustability in order to 1) reduce the number of items, 2) explain a larger percentage of the variance and 3) better measure expatriate managers’ stress resistance ability. 2.Methodology In order to construct the measurement scales for the first five dimensions of adjustability (confidence in one’s own technical abilities, substitution ability, social orientation, willingness to communicate and openness ability), we use Cerdin’s (1996) scales, which were also confirmed / modified by Cerdin, Chandon and Waxin (1999), and we simplify them. The purpose of this simplification is to obtain truly distinct dimensions, each one measured by only three or four items. Elimination of 6 superfluous items is done by analyzing Cerdin et al.’s (1999) results and by conducting a pre-test in order to verify the understanding of each item by respondents of all cultural groups. We create an index of active stress resistance. Our scale comprises 4 items, which reflect Folkman et al.’s (1986) four types of anti-stress strategies. Our sample consisted of 224 managers, of which 54 were French, 53 German, 60 Korean and 57 Scandinavian. The respondents were expatriated in the area of New Delhi, in India, where they had been working for at least eight months. To test the structure of our new scales, we conduct a principal components factor analysis on the 19 items of adjustability, requesting six factors. We conduct this analysis on the complete sample and on the four cultural samples. 3. Results On the global sample, the principal components analysis with a varimax rotation on the 19 items of adjustability shows that they can be regrouped into six factors, which correspond to the six expected dimensions of adjustability. Each scale has a strong internal consistency, a percentage of explained variance explained by the first axis superior to 78% and a Cronbach’s alpha superior to 0.86. On the national samples, the principal components factor analysis reveals the existence of the six dimensions of adjustability, composed of the expected items. The structure of adjustability in six dimensions is thus stable in all the countries of origin of our respondents. Each one of the scales shows a percentage of explained variance by the first axis superior to 73% and adequate internal consistency, with Cronbach’s alphas superior to 0.82. The simplified scales have a better internal consistence than Black’s (1990) and Cerdin’s (1996) original scales, for which the alpha coefficients varied from 0.63 to 0.83. The percentage of variance of adjustability explained by the six dimensions is clearly improved: Cerdin (1996) explains 50% of the variance with six axes and 25 items, while we explain 87% of the variance with as many axes and 19 items. We have verified that the structure of adjustability remained stable in the different countries of our research. Conclusion Additional empirical studies would be useful in order to complement our attempt to more precisely define the concept of adjustability. First, measurement of “stress resistance ability” could be improved. Researches could focus on the different strategies chosen by individuals when they face stressful situations. Simultaneous utilization of different strategies might, for instance, constitute one measure of this dimension. In addition, results of the confirmatory analyses would be welcome to confirm the exploratory results. To be able to generalize results, we would need to validate the stability of the number of dimensions of adjustability and the stability of their internal structure on samples of expatriates of different nationalities. Our research, however, allowed us to propose an improved measurement scale of adjustability, a scale that comprises fewer items and that can be used more easily in researches on cross-cultural adjustment. We have indeed simplified the measures of the first five dimensions of adjustability and have operationalized active stress resistance by creating an index based on Folkman et al. (1986)`s work. Finally, we showed that the structure of adjustability remained stable for the different countries of our research. The managerial implications of this research rest in the field of recruitment of expatriate managers or of any other person affected by cross-cultural adjustment. Corporations, nowadays, attach too much importance to technical abilities and past performances (Black and Gregersen, 1999). Waxin (2003, 2004) shows that the different dimensions of adjustability play a part, of varying importance, in facilitating work adjustment, interaction adjustment and general living conditions adjustment. All these dimensions should therefore be taken into consideration.
Expatriate adjustment: Considerations for selection and training
With the rise of globalization, overseas assignments have greatly increased over the last several decades. In order to ensure a successful assignment, companies must understand how to select, train, and support globally competent employees. Through a systematic qualitative review, we provide a framework and best practices to integrate selection, training, and environmental variables in order to maximize adjustment. We highlight what influences an expatriate’s psychological and sociocultural adjustment and propose the underlying mechanisms that can play a role in the trainee characteristics-adjustment relationship. More specifically, learning serves as an explanatory variable, whereas training design and environmental variables can change the degree to which employee characteristics influence learning, and learning influences adjustment, respectively.
Development of multiple IQ maps for use in the selection of inpatriate managers: a practical theory
International Journal of Intercultural …, 2002
The rate of expansion into the global marketplace by multinational corporations has begun to accelerate at a pace where international human resource managers are unable to meet the demand for managers to serve in global assignments. This shortage of qualified managers is exacerbated by a number of societal trends, such as, dual-career professional couples, increased number of high qualified female executives who have not been used extensively in international assignments in the past, and the changing format and sequencing of the overseas assignments beyond the traditional single 3-5 year assignment term.
11.Expatriate Performance in the Host Country
In today's era of globalization, companies from different nationalities are trying to capture new markets and proving their presence all over the globe the value of expatriates increase substantially. Every global organization is trying to maintain a department of cosmopolitan managers that can be used to achieve the required degree of globalization. However, the history evident that the success ration of expatriates is very low and lot of efforts had been done on this area to incorporate new ideas and dimensions to minimize the failure of expatriates. The significant impediment of expatriate's success in the host country is the cultural adjustment. This paper specifically proposes a model to increase the probability of expatriate's cultural adjustments in the host country. After reviewing different previous studies on this topic, we propose that three variables are very important for the adjustment of expatriates. These variables are cultural training, international experience and cultural distance.