The Impact of Cultural Intelligence on Employee Job Performance: An Empirical Study on King Abdel-Aziz Hospital in Al-Taif Governorate, Kingdom of Saudi Arabia

Abstract

This research explores the impact of Cultural Intelligence (CQ) on Employee Job Performance (EJP). One of the intercultural effectiveness outcomes of CQ is task performance. CQ is an important factor in effective performance and interaction among various industries and environments. In other words, CQ is an important attribute for EJP because employees with high levels of CQ achieve high performance levels.This study was conducted at King Abdel-Aziz Hospital in Al-Taif Governorate (one of the most popular hospitals in the Kingdom of Saudi Arabia). This research is categorized in survey-type studies and is an applied form in terms of its goals. It is descriptive in terms of the method of data collection.The present study investigates the evaluative attitudes of the employees towards CQ and EJP. This study will also delineate the impact of CQ on EJP. Two groups of employees at the hospital were examined. Out of the 300 questionnaires that were distributed, 280 usable questionnaires were returned, a response rate of 93%. The finding reveals that there are differences among the two groups of employees regarding their evaluative attitudes towards CQ and EJP. Also, this study reveals that the aspects of CQ have a significantly direct effect on EJP. Accordingly, the study produced a set of recommendations including the necessity to pay more attention to the CQ as one of the key managerial competencies needed for dealing effectively with people from different cultural backgrounds on the one hand, and to raise the level of EJP on the other hand.

Intercultural Competence

“…Task and contextual performance(Abdul Malek & Budhwar 2013;Ang et al 2007;Chen et al 2010;Chen et al 2011;Chen et al 2012;Duff et al 2012;Nafei 2013; Rockstuhl et al 2013a,b;Ş ahin et al 2013;Sri Ramalu et al 2012a;Wu & Ang 2011) n Leader performance in culturally diverse teams(Groves & Feyerherm 2011) n International leadership potential(Kim & Van Dyne 2012) n Cross-border leadership effectiveness(Rockstuhl et al 2011) …”

Employee performance in Jeddah national hospital in light of visual management

“…A general view of recent studies carried out on healthcare service organizations in the Kingdom of Saudi Arabia showed that researchers addressed concepts in these organizations such as lean methodology (Hassanain et al, 2017), self-management (Sabbah & Al-Shehri, 2014), organizational change (Nafei, 2014), nurses' job satisfaction (Al-Ahmadi, 2002;Alshmemri et al, 2016), cultural intelligence (Nafei, 2013), total quality management (Alaraki, 2014), employee empowerment (Sweis et al, 2013), quality of healthcare services (Algahtani et al, 2017), hospitals performance (Ahmad et al, 2013), employees work-life balance (Azeem & Altalhi, 2015), patient safety climate (Walston et al, 2010), sources of work stress among hospital staff (Al-Omar, 2003), burnout among healthcare providers (Bany-Hamdan et al, 2019), patient satisfaction (Ahmad et al, 2016), job design (Al-Maabadi et al, 2018), and employee motivation and job satisfaction in hospitals (Slimane, 2017). These are just examples of many works conducted on healthcare organizations in the Saudi Arabia.…”

Emotional and Cultural Intelligence in International Patient Services: A Comparative Study of Private Hospitals

“…al., 2012;Nafei, 2013). In the descriptive study by Nafei (2013), total of 280 physicians, nurses, administrative staff, and auditors working in 600 bed hospital, two groups of employees (physicians and nurses vs. administrative staff and auditors) are compared in terms of cultural intelligence and employee job satisfaction. There are total of 165 physicians and nurses vs. 115 administrative staff and auditors.…”