Riding the waves of culture: an empirical study on acclimatization of expatriates in IT industry
-
Author(s)Raghavendra A. N.Link to ORCID Index: https://orcid.org/0000-0003-2147-4742
,
A. Shivakanth ShettyLink to ORCID Index: https://orcid.org/0000-0002-6826-4833
-
DOIhttp://dx.doi.org/10.21511/ppm.16(3).2018.34
-
Article InfoVolume 16 2018, Issue #3, pp. 432-442
- 1067 Views
-
212 Downloads
This work is licensed under a
Creative Commons Attribution-NonCommercial 4.0 International License
The forces of globalization and subsequent trade across the borders have necessitated the firms to have their presence across the globe to meet the needs of their customers. The employees or expatriates will be sent on assignment to different countries for a period of time ranging from few weeks, months to years. This sudden exposure to the different environment not only makes these expatriates vulnerable to cultural shocks, but also may significantly affect their job performance. Their failure to acclimatize to the foreign conditions will not only hurt the confidence, career and life of the expatriate, but it will also cost a lot to the company. The present paper aims to understand of the process of expatriate adjustment in the Indian Information Technology (IT) industry by examining demographic variables and few organizational variables of expatriate’s adjustment process. A structured questionnaire was distributed to the expatriate employees working in 50 IT companies in the Silicon city, Bengaluru. The study uses Chi-square test and linear regression for testing the hypotheses and found that there is a significant influence of demographic variables like gender, work experience and length of assignment on acclimatization of expatriates to their host country culture. The findings of the study proved that there is a significant relationship between demographic variables and the cultural acceptance of the expatriates. Hence, it is suggested that multinational companies should create an enabling environment within the organizations to make international assignees compatible and comfortable with different cultural values and inculcate cultural acceptance to make them successful in their international assignments.
- Keywords
-
JEL Classification (Paper profile tab)J26, M16, M54
-
References33
-
Tables6
-
Figures1
-
- Figure 1. Dependent and independent variables
-
- Table 1. Number of expatriates from each nationality
- Table 2. Cross tabulation between gender and acclimatization period
- Table 3. Cross tabulation between work experience and acclimatization period
- Table 4. Impact of area of work on acclimatization of expatriates
- Table 5. Impact of length of assignment on acclimatization of expatriates
- Table 6. Impact of career support practices on acclimatization of expatriates
-
- Bhanugopan, R., & Fish, A. (2004). An Empirical Investigation of Job Burnout Among Expatriates. Personnel Review, 35(4), 449-468.
- Bhaskar-Shrinivas, P., Harrison, D., Shaffer, M. A., & Luk, D. M. (2005). Input-Based and Time-Based Models of International Adjustment: Meta-Analytic Evidence and Theoretical Extensions. Academy of Management Journal, 48(2), 257-81.
- Bonache, J. (2005). Job Satisfaction Among Expatriates, Repatriates and Domestic Employees: The Perceived Impact of International Assignments on Work-related Variables. Personnel review, 34(1), 110-124.
- Cleveland, H., Mangone, G. J., & Adams, J. C. (1960). The Overseas Americans. New York: Arno Press.
- Carpenter, M., Sanders, W., & Gregersen, H. (2001). Bundling Human Capital with Organizational Context: The Impact of International Assignment Experience on Multinational Firm Performance and CEO Pay. Academy of Management Journal, 44, 493-511.
- Cendant (2001). International Assignment Policies and Practices Survey: Asia Pacific. Hong Kong: Cendant International Assignment Services.
- DeLollis, B. (2007, October 16). International Business Assignments Getting Shorter: More Posts Are Less Than a Year. USA Today, B8.
- Downes, M., Thomas, Anisya S., Singley, Rodger, B. (2002). Predicting Expatriate Job Satisfaction: The Role of Firm Internationalization. Career Development International, 7(1), 24-36.
- Edstromn, A., & Galbraith, J. R. (1977). Transfer of Managers as a Coordinative and Control Strategy in Multinational Organizations. Administrative Science Quarterly, 22, 248-263.
- Erbacher, D., D’Netto, B., & Espana, J. (September, 2006). Expatriate Success in China: Impact of Personal and Situational Factors. The Journal of American Academy of Business, Cambridge, 9(2).
- Friedman, P. A., Dyke, L. S., & Murphy, S. A. (2009). Expatriate Adjustment from the Inside Out: An Autoethnographic Account. The International Journal of Human Resource Management, 20(2), 252-268.
- Gupta, A. (2012). International Assignments, Expatriate Adjustment and Perceived Impact of Parent Organization Support. The Business & Management Review, 3(1), 57.
- Hays, R. D. (1974). Expatriate Selection: Insuring Success and Avoiding Failure. Journal of International Business Studies, 5, 25-37.
- Hawley, K. (2009). Developing Your Global Workforce: Expatriate Management in Africa – Not So Easy; No Room for Complacency. HRM Magazine.
- Kittler, M. G., Rygl, D., Mackinnon, A., & Wiedemann, K. (2011). Work role and work adjustment in emerging markets: A study of German expatriates in CEE countries and Russia. Cross Cultural Management: An International Journal, 18(2), 165-184.
- Kobrin, S. (1988). Expatriate Reduction and Strategic Control in American Multinational Corporations. Human Resource Management, 27, 63-75.
- Meriläinen, T. (2008). Intercultural Adjustment Challenges in China: The Case of Finnish Expatriates.
- Moulik, S. R., & Mazumdar, S. (2012). Expatriate Satisfaction in International Assignments: Perspectives from Indian IT Professionals Working in the US. International Journal of Human Resource Studies, 2(3), 59-79.
- Pires, G., Stanton, J., & Ostenfeld, S. (2006). Improving expatriate adjustment and effectiveness in ethnically diverse countries: marketing insights. Cross Cultural Management: An International Journal, 13(2), 156-170.
- Reiche, B. S., Kraimer, M. L., & Harzing, A-W. (2011). Why do International Assignees Stay? An Organizational Embeddedness Perspective. Journal of International Business Studies, 42(4), 521-544.
- Ronen, S. (1986). Comparative and Multinational Management (4th ed.). New York, John Wiley and Sons.
- Sanchez, J. I., Spector, P. E., & Cooper, C. L. (2000). Adapting to a Boundary less World: A Development Expatriate Model. Academy of Management Executive, 14, 96-107.
- Selmer, J. (2002). Practice makes perfect? International experience and expatriate adjustment. MIR: Management International Review, 71-87.
- Shaffer, M., Harrison, D., & Gilley, K. (1999). Dimensions, Determinants and Differences in Expatriate Adjustment Process. Journal of International Business Studies, 30(3), 557-581.
- Shaffer, M., Harrison, D., Gregersen, H., Black, J., & Ferzandi, L. (2006). You Can Take It with You: Individual Differences and Expatriate Effectiveness. Journal of Applied Psychology, 91(1), 109-125.
- Stroh, L. K., Gregersen, H. B., & Black, J. S. (2000). Triumphs and Tragedies, Expectations and Commitments upon Repatriation. The International Journal of Human Resource Management, 11, 681-697.
- Vogel, Adolf Johan, Jansen Van Vuuren, & Solly M. Millard (2008). Preparation, Support and Training Requirements of South African Expatriates, South African. Journal of Business Management, 39(3), 33-40.
- Van der Heijden, J. A., van Engen, M. L., & Paauwe, J. (2009). Expatriate career support: Predicting expatriate turnover and performance. The international journal of human resource management, 20(4), 831-845.
- Lazarova, M., & Caligiuri, P. (2001). Retaining repatriates: The role of organizational support practices. Journal of world business, 36(4), 389-401.
- Green, T. K. (2005). Work culture and discrimination. California Law Review, 93(3), 623.
- Van der Heijden, J. A., van Engen, M. L., & Paauwe, J. (2009). Expatriate career support: Predicting expatriate turnover and performance. The international journal of human resource management, 20(4), 831-845.
- Lazarova, M., & Caligiuri, P. (2001). Retaining repatriates: The role of organizational support practices. Journal of world business, 36(4), 389-401.
- Stahl, G. K., Chua, C. H., Caligiuri, P., Cerdin, J. L., & Taniguchi, M. (2009). Predictors of turnover intentions in learning‐driven and demand‐driven international assignments: The role of repatriation concerns, satisfaction with company support, and perceived career advancement opportunities. Human Resource Management, 48(1), 89-109
-
Orientation to finance (ORTOFIN) and its relationship with residential status
Shaha Faisal
doi: http://dx.doi.org/10.21511/imfi.14(3).2017.07
Investment Management and Financial Innovations Volume 14, 2017 Issue #3 pp. 74-81 Views: 1075 Downloads: 197 TO CITE АНОТАЦІЯThe two of factors Orientation towards Finance (ORTOFIN) Scale tests the financial information and personal financial planning of the respondents. The Scale helps in identifying the personal financial management behavior of a general and non-specific nature. The present study was undertaken to test the relationship between status of residence and financial orientation using ORTOFIN Scale. Towards this the ORTOFIN scale was administered on 167 resident employed Indians and 62 expatriates working in Saudi Arabia. Since most of the expatriates work in unique situations that are often beset with risks, they have to face an uncertain future. This unique situation was hypothesized, would induce in them a different type of financial behavior, distinct from those who are settled and work in the home country. Results of the study, however, show that there is no relationship between the status of residence and financial orientation of the respondents. The results of the study are of great significance and of practical implication to those financial institutions with which expatriates are associated.
-
Are you satisfied? Tracing antecedents of bank employees’ job satisfaction in their job role
Aman Gupta ,
Md. Atikur Rahaman ,
Rupali Dilip Taru ,
Imad Ali ,
Mohammed Julfikar Ali
doi: http://dx.doi.org/10.21511/bbs.19(1).2024.03
Banks and Bank Systems Volume 19, 2024 Issue #1 pp. 24-33 Views: 495 Downloads: 205 TO CITE АНОТАЦІЯThis empirical study aims to explore the factors that impact job satisfaction among employees in private banks in Bangladesh, considering the prevailing atmosphere of intense competition in the country’s banking sector. Recognizing that employees are a crucial asset to any organization’s success, it is essential to explore the variables that contribute to their work contentment. The methodology adopted for this study follows a quantitative approach, employing regression analysis for scrutinizing the relationships between job satisfaction and selected variables. This study included a sample of 320 individuals employed in private banks in Bangladesh. This sample size was considered suitable for conducting a robust quantitative regression analysis. To collect the necessary data, the questionnaire was given to the bank personnel and employees via their email addresses. The survey instrument utilized in this investigation was modified from earlier research endeavors to ensure validity and reliability. To analyze the collected data, the researchers utilized the statistical software SPSS version 29.0. The regression analysis feature of SPSS was employed to test the model and hypotheses formulated for this study. The findings of the study reveal that green HR practices
(β = 0.284), which encompass environmentally friendly policies and practices in human resource management, significantly contribute to employee job satisfaction. Additionally, remuneration (β = 0.224) emerges as another vital factor influencing job satisfaction. Furthermore, work environment (β = 0.298) was found to have a significant positive and highest effect among other two variables on job satisfaction levels.
