Gender Differences in Expatriate Job Performance

Abstract

Cette étude s'était donné pour but l'analyse des différences de genre dans les performances professionnelles à l'etranger. Ce faisant, on cherchait à répondre à deux grandes questions: 1. Les femmes peuvent-elles remplir efficacement les fonctions d'un emploi à l'étranger? 2. Les expatriées peuvent-elles réussir dans un environnement culturel susceptible d'être perçu peu accueillant aux femmes selon les normes occidentáles? L'échantillon était constitué de 193 expatriés, provenant de 36 pays, qui travaillaient en Turquie. L'évaluation des performances professionnelles a été faite par un collegue de l'expatrié appartenant au pays d'accueil. Les sujets ont en moyenne été évalués de façon similaire quant à leurs performances quel que soit leur sexe. Notre recherche est favorable à l'accroissement de la mixité chez les expatriés. Si les multinationals faisaient davantage appel aux femmes, cela améliorerait la diversité qualitative dé la main-d'oeuvre et construirait des environnements plus riches à l'étranger sans nuire à la perfomance.The purpose of this study was to examine gender differences in expatriate job performance. In doing so, we sought answers to two main questions: (1) Can women effectively perform expatriate job duties? (2) Can female expatriates be successful in a cultural environment that may be perceived to be unfriendly to females by Western standards? One hundred and ninety-three expatriates from 36 countries around the world, currently working in Turkey, constituted the sample. Job performance ratings were obtained from a host country national coworker of each expatriate. Men and women expatriates on average were rated quite similarly in terms of their job performance. Our study lends support to the employment of more gender diverse expatriates. The employment of more women in the international workforce by multinational companies would enhance the quality of workforce diversity, and build more inclusive contexts in expatriate assignments, without decrements to job performance.

The Effects of Psychological Capital on Employee Attitudes and Employee Performance: A Study on Teaching Hospitals in Egypt

“…Job performance is a multidimensional construct consisting of task dimension and contextual dimension (Borman & Motowidlo, 1993). A review of literature indicated individual differences such as gender (Caligiuri & Tung, 1999;Sinangil & Ones, 2003), Big Five Personality (e.g., Dalton & Wilson, 2000;Caligiuri, 2000;Mol et al, 2005), self-monitoring personality (Caligiuri & Day, 2000), goal orientation (Wang & Takeuchi, 2007), task and people orientation (Shaffer et al, 2006), cultural flexibility (Shaffer et al, 2006), non-ethnocentrism (Hechanova et al, 2003), communicational ability, relational ability, stress tolerance (Holopainen & Bjorkman, 2005), and previous international experience (Varma, Toh, & Budhwar, 2006) related to expatriate job performance.…”

The Effects of Job Embeddedness on Organizational Cynicism and Employee Performance: A Study on Sadat City University

“…A review of literature indicated individual differences such as self-monitoring personality (Caligiuri & Day, 2000), gender (Sinangil & Ones, 2003), non-ethnocentrism (Hechanova et al, 2003, Big Five Personality (Mol et al, 2005), communicational ability, relational ability, stress tolerance (Holopainen & Bjorkman, 2005), cultural flexibility (Shaffer et al, 2006), task and people orientation (Shaffer et al, 2006), goal orientation (Wang & Takeuchi, 2007) and previous international experience (Varma et al, 2006) related to expatriate job performance.…”

The Effect of Emotional Intelligence and Organizational Cynicism on Job Performance: The Role of Motivation as Mediator

“…The effective management of individual performance is critical to the execution of strategy and the organization achieving its strategic objectives (Amos, et al, 2004). A review of literature indicated individual differences such as self-monitoring personality (Caligiuri & Day, 2000), gender (Sinangil & Ones, 2003 Hence, after a thorough review of the different concepts of performance, it can be argued that performance in its simplest form is the desired result which the organization seeks to achieve efficiently and effectively.…”