Literature on QWL is limited and several studies commonly correlates with job satisfaction but no study on QWL has associated with career related factors. This empirical study was done to predict QWL in relation to career-related dimensions. The sample consists of 475 managers from the free trade zones in Malaysia for both the multinational corporations (MNCs) and the small-medium industries (SMIs). The result indicates that three exogenous variables are significant: career satisfaction, career achievement and career balance, with 63% of the variance in QWL.

Organizational resources and systems have been conceptualized as to be able to significantly predict the level of competitive advantage. This research empirically examined the importance and emphasis placed on the relationship between organizational resources and systems, especially towards the attainment of firms' competitive advantage. This research was conducted among manufacturers listed in the Federation of Malaysian Manufacturers Directory 2008. A cross-sectional study using structured questionnaire was used to obtain responses from the manufacturers. From the subsequent actual survey, 127 respondents replied and completed the questionnaire (12.7% response rate). The large correlation (r = 0.72) implies a strong positive relationship between the organizational resources and systems. As for the variance shared between these two variables, the coefficient of determination (r² = 0.52) suggests that organizational resources help to account for nearly 52% of the variance in systems, and vice versa. The theoretical implication of this study is that it supports and extends the RBV of competitive advantage by illustrating the need for systematic management of resources towards attaining competitive advantage.

<p class="MsoNormal" style="text-align: justify; line-height: normal; margin: 0in 0.5in 0pt; mso-pagination: none; mso-layout-grid-align: none;"><span style="font-family: &quot;Times New Roman&quot;,&quot;serif&quot;; color: black; font-size: 10pt;" lang="EN-GB">This paper investigates the relationship between personality and job performance, and the mediating role of cross-cultural adjustment (CCA) in that relationship. Based on sample of 332 expatriates working in Malaysia, personality predicts job performance, and both the interaction and work adjustment mediates the relationship. The findings of this study contributes to the body of knowledge in the cross-cultural management field as well as practical implication to expatriating firms especially in the area of selection of international candidates.</span></p>

This paper investigates the affects of personality traits on expatriate cross-cultural adjustment. Based on sample of 332 expatriates working in Malaysia, personality factor found to be a significant determinant of expatriate cross-cultural adjustment in international assignments. Specifically, the results of this study reveal that expatriates in Malaysia with greater agreeableness personality fared better in their general and interaction adjustment. Those with greater extraversion found to adjust better in general environment. Those with greater conscientiousness and openness to experience adjusted better to the work environment. The findings of this study contributes to the body of knowledge in the cross-cultural management field and have practical implication to expatriating firms especially in the area of selection and training of candidates for international assignments.

The aim of this paper is to examine the influence of soft factors of quality management on firm performance, and analyse the link between quality improvement practice and firm performance. The study used data from 255 electrical and electronics (E&E) firms in Malaysia and it developed regression and correlation analysis to test these relationships. The findings showed that the following soft factors have significant influence on firm performance: management commitment, customer focus and employee involvement. Finally, this study has empirically shown that firm performance will increase when the organisations implement more quality improvement practices. The results of this study may be used by managers to prioritise the implementation of the soft factors in order to allocate resources to improve firm performance.