Individual profiles as predictors of expatriate effectiveness

Downes, Meredith; Varner, Iris I.; Hemmasi, Masoud

doi:10.1108/10595421011047424

Cited by 20 publications

(26 citation statements)

References 27 publications

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“…Meanwhile, Huff, Song, and Gresch () found that it was only emotional stability, openness, and conscientiousness that predicted adjustment. It is also the case that, for all of the FFM traits, both negative and positive relationships with expatriate adjustment have been identified (e.g., Downes, Varner, & Hemmasi, ; Huang et al ., ; Robinson, ; van der Bank & Rothmann, ).…”

Section: Introductionmentioning

confidence: 99%

Personality and expatriate adjustment: A meta‐analysis

Harari

Reaves

Beane

et al. 2018

J Occupat & Organ Psyc

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We used meta‐analysis to advance our understanding of personality traits as antecedents of expatriate adjustment to international assignments and to test expatriate adjustment as a mediator linking the Five‐Factor Model (FFM) of personality to job performance and turnover intentions (k = 43; N = 7,007). Personality accounted for 20% of the variance in expatriate adjustment. Relative weight analyses indicated that extraversion generally accounted for the greatest proportion of predicted variance, although emotional stability and openness were important predictors as well. This pattern of findings was largely, but not completely, consistent across adjustment dimensions (i.e., general, interactional, work). Consistent with our expectations, meta‐analytic path analysis indicated that adjustment mediated the relationships between the FFM and both expatriate job performance and turnover intentions. Implications for theory and practice are discussed. Practitioner points Personality traits consistent with the Five‐Factor Model accounted for 20% of the variance in expatriate adjustment. Personality traits, particularly extraversion, emotional stability, and openness, can be used for identifying employees who are well suited for international assignments. Career planning in multinational enterprises can make use of personality scores to determine who may be a good candidate for the development for international assignments. Social support interventions (e.g., mentoring) should be provided when on assignment, particularly for introverted expatriates, to facilitate adjustment.

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Section: Introductionmentioning

confidence: 99%

Personality and expatriate adjustment: A meta‐analysis

Harari

Reaves

Beane

et al. 2018

J Occupat & Organ Psyc

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“…These topics have been of strong interest from the beginning of research in the field (Mendenhall & Oddou, 1985; Oberg, 1960) and attention continues to this day (Downs, Varner, & Hemmasi, 2010; Gelfand, Erez, & Aycan, 2007; Olsen & Martins, 2009; Takeuchi et al, 2008; Thomas & Lazarova, 2006; Werner, 2002). A recent review of cross‐cultural organizational behavior literature published in the prior 10 years cited a total of 31 studies (Gelfand, et al, 2007).…”

Section: Resultsmentioning

confidence: 99%

Research for Practice: The Management of Expatriates

McEvoy

Buller

2013

Thunderbird Intl Bus Rev

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The objective of this article is to identify expatriate management research questions of interest to international human resource (IHR) managers. We conducted an in‐depth literature review, interviewed a small sample of IHR managers, and reviewed commercially available large sample surveys of IHR managers. Results suggest that IHR managers are concerned about determinants of the decision to accept an offer of expatriation, why expatriates show so little interest in training, perceived equity in rewards, and other areas not well studied to date. The article discusses implications for academics wishing to make their research more relevant to IHR managers and global organizations. © 2013 Wiley Periodicals, Inc.

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“…Researchers have made several attempts to identify the dimensions that contribute to effective job performance by expatriates. Past literature indicates individual differences such as personality, international experience, cultural sensitivity and social networking are related to job performance by expatriates (e.g., (4,28). However, as stated by Arthur and Bennet (21), these initiatives have been somewhat informal and have not been formulated into any formal theoretical models.…”

Section: Job Performancementioning

confidence: 99%

Expatriates Self-Motivation, Competencies, Job Performance and Cultural Adjustment: Empirical Evidence from the ICT Sector in Malaysia

Singh¹,

Mahmud²

2018

IJET

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The purpose of this paper is to investigate the impact of self-motivation and competencies towards job performance of expatriates working within the ICT sector in Malaysia. Additionally, this study examines the mediating effect of cultural adjustment. A survey strategy associated with a quantitative method using a self-administered questionnaire was carried out. Data was collected through simple random sampling from a sample of 301 expatriates. The AMOS software developed for analyzing the Structure Equation Modeling (SEM) was utilized. Emotional and job related competencies were found to have a significant effect on expatriate job performance. However, the impact of self-motivation on job performance was found to be not significant. The findings also supported the role of cultural adjustment as a mediator. The theoretical framework emerging from this study support the results from some earlier studies and also brings out several new ideas such as the importance of competencies and cultural adjustment. The findings have significantly contributed to the advancement of knowledge as it is evident that expatriate emotional and job related competencies facilitate job performance and cultural adjustment. By investigating self-motivation and competencies, this study informs organizations on ways they can implement improvements in the areas of expatriate hiring, training and support practices. It is recommended that organizations consider both emotional and job related competencies and implement suitable HR policies when selecting, training and motivating the right candidate.

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Individual profiles as predictors of expatriate effectiveness

Cited by 20 publications

References 27 publications

Personality and expatriate adjustment: A meta‐analysis

Personality and expatriate adjustment: A meta‐analysis

Research for Practice: The Management of Expatriates

Expatriates Self-Motivation, Competencies, Job Performance and Cultural Adjustment: Empirical Evidence from the ICT Sector in Malaysia

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