Interpersonal affect and host country national support of expatriates: An investigation in China

The purpose of this paper is to examine the role played by host country nationals’ (HCNs) collectivism and the interpersonal affect they develop toward expatriate colleagues, in determining the degree to which Chinese HCNs would be willing to offer role information and social support to expatriates from India and the USA. While empirical studies examining HCN willingness to offer role information and social support have begun to emerge in the expatriate literature, only a couple of studies have included interpersonal affect as a key determinant. Given that interpersonal affect is a key determinant of individuals’ reactions to others, but also a complex construct, the findings confirm the need for organizations to examine how this impacts performance and co-worker interactions in the workplace

Indian nurses in the United Kingdom: a two-phase study of the expatriate-host country national relationship

It is well established that expatriates need support from host country nationals (HCNs) to successfully adjust in their new location, and subsequently perform well on their jobs. Drawing on a sample of 149 Indian nurses in the United Kingdom, this two-phase study illustrates how expatriate-HCN interactions unfold over time (two years). To do this, we draw upon social identity theory and show that effective expatriate-HCN relationship building (i.e., perceived categorization and perceived values similarity) lead to HCN support and, subsequently, expatriate adjustment. Results confirmed that perceptions of categorization and value similarity significantly impacted HCN willingness to offer support. We also find that expatriate age, education level, and time spent in the host country significantly impact adjustment. We discuss theoretical and practical implications and offer suggestions for future research

Dimensions of Role Efficacy and Managerial Effectiveness: Evidence from India

The file attached to this record is the author's final peer reviewed version. The Publisher's final version can be found by following the DOI link.Purpose: While a range of studies have been undertaken on Role Efficacy (RE) and Managerial Effectiveness (ME), understanding of the link between RE and ME in the extant literature remains underdeveloped and, in particular, there is a need to develop appreciation of the phenomenon in varying (national and cultural) contexts. This study aims to advance understanding of ME by considering the relationship between RE and ME in the Indian context. In tandem with this focus, the study considers the influence of social cognitive frameworks and adaptive self-regulation mechanisms. Design/Methodology/Approach: The study employs a quantitative methodology and follows a correlational design. A survey questionnaire was employed sequentially (the independent variable was measured at time 1 and the dependent variable was measure at time 2) in order to collect data from 294 Indian managers. Structural equation modelling was used to ascertain the validity of measures and multiple hierarchical regression analysis was conducted to test the study hypotheses. Findings: The results of the study identify that RE dimensions i.e. role making, role centering and role linkage were significantly and positively related to ME and these findings are particularly important in relation to the transforming cultures of Indian work and organizational environments. Our findings advance understanding of social cognitive theory and adaptive self-regulation processes in relation to RE and ME. Research limitations/Implications: The study employed a survey-based correlational design employing a bivariate analysis and was mindful of the inherent boundaries and limitations of these approaches. The sampling was conducted by access granted and governed by the participating organizations. In future studies, a propensity of male respondents in the resultant sample could be revisited to achieve a greater gender balance and equally the study could be undertaken in alternative and additional cultural contexts in order to extend understanding of RE: ME relationships in a range of settings. Originality/Value: The study identifies a significant role for RE in relation to beneficial outcomes for ME. These findings contribute to the field of social cognitive mechanisms by establishing positive relationships in domain link efficacy i.e. RE and ME

Human resource management and innovation: looking across levels

Studies are starting to explore the role of HRM in fostering organizational innovation but empirical evidence remains contradictory and theory fragmented. This is partly because extant literature by and large adopts a unitary level of analysis, rather than reflecting on the multi-level demands that innovation presents. Building on an emergent literature focused on HRM’s role in shaping innovation, we shed light on the question of whether, and how, HRM might influence employees’ innovative behaviours in the direction of strategically important goals. Drawing upon institutional theory, our contributions are three-fold: to bring out the effect of two discrete HRM configurations- one underpinned by a control and the other by an entrepreneurial ethos, on attitudes and behaviours at the individual level; to reflect the way in which employee innovative behaviours arising from these HRM configurations coalesce to shape higher-level phenomena, such as organizational-level innovation; and to bring out two distinct patterns of bottom-up emergence, one driven primarily by composition and the other by both composition and compilation

Effectiveness of Performance Appraisal: Evidence on the Utilization Criteria

This study examines the relationships between performance appraisal (PA) purposes and immediate and ultimate outcomes. Drawing upon expectancy theory and Greenberg's taxonomy, we explore the roles of multiple mediators as sets of person- and organization-referenced ratee reactions and reveal the multiple why-related aspects of the relationships between PA purposes and PA effectiveness. Our research is based on a questionnaire survey of 563 employees from the telecommunications sector of Pakistan. The results of structural equation modeling analysis suggest that individual-focused PA better serves the employee perspective, whereas position- and organization-focused PA better serves the organizational perspective. These findings indicate that inclusion of role definition and strategic purposes in the PA system is likely to render PA more effective and practical. The findings also corroborate that ratee reactions mediate the relationship between PA purposes and PA effectiveness, albeit to varying degrees. Our findings have theoretical and practical implications

Cultural orientations and preference for HRM policies and practices:the case of Oman

This study empirically examines the influence of cultural orientations on employee preferences of human resource management (HRM) policies and practices in Oman. Data were collected from 712 employees working in six large Omani organizations. The findings indicate that there is a number of differences among Omani employees regarding value orientations due especially to age, education and work experience. The findings show a strong orientation towards mastery, harmony, thinking and doing, and a weak orientation towards hierarchy, collectivism, subjugation and human nature-as-evil. The results demonstrate a clear link between value orientations and preferences for particular HRM policies and practices. Group-oriented HRM practices are preferred by those who scored high on collectivism and being orientations, and those who scored low on thinking and doing orientations. Hierarchy-oriented HRM practices are preferred by those scoring high on hierarchy, subjugation and human nature-as-bad orientations, and those scoring low on thinking and mastery orientations. Finally, preference for loose and informal HRM practices was positively associated with being, and negatively associated with thinking, doing and harmony orientations. The theoretical and practical implications of these findings are discussed in detail

Service employees and self-verification: The roles of occupational stigma consciousness and core self-evaluations

Despite the growing number and importance of service occupations, we know little about how jobholders’ perceptions of societal stigmas of service jobs influence their identification with and attitudes towards work. The present study presents a framework that accords key roles to research on occupational stigma consciousness and the verification of employees’ self-views (i.e. core self-evaluations) to understand employees’ responses to occupational stigmatization. Survey responses from call center employees revealed a negative relationship between occupational stigma consciousness and occupational identification and work meaningfulness and a positive relationship between occupational stigma consciousness and organizational production deviant behaviors for employees who have a positive self-view. Opposite patterns of results surfaced for employees who have a lower positive self-view

Linking Distributive and Procedural Justice to Employee Engagement Through Social Exchange: A Field Study in India

Research linking justice perceptions to employee outcomes has referred to social exchange as its central theoretical premise. We tested a conceptual model linking distributive and procedural justice to employee engagement through social exchange mediators, namely, perceived organizational support and psychological contract, among 238 managers and executives from manufacturing and service sector firms in India. Findings suggest that perceived organizational support mediated the relationship between distributive justice and employee engagement, and both perceived organizational support and psychological contract mediated the relationship between procedural justice and employee engagement. Theoretical and practical implications with respect to organizational functions are discussed

The state of HRM in the Middle East:Challenges and future research agenda

Based on a robust structured literature analysis, this paper highlights the key developments in the field of human resource management (HRM) in the Middle East. Utilizing the institutional perspective, the analysis contributes to the literature on HRM in the Middle East by focusing on four key themes. First, it highlights the topical need to analyze the context-specific nature of HRM in the region. Second, via the adoption of a systematic review, it highlights state of development in HRM in the research analysis set-up. Third, the analysis also helps to reveal the challenges facing the HRM function in the Middle East. Fourth, it presents an agenda for future research in the form of research directions. While doing the above, it revisits the notions of “universalistic” and “best practice” HRM (convergence) versus “best-fit” or context distinctive (divergence) and also alternate models/diffusion of HRM (crossvergence) in the Middle Eastern context. The analysis, based on the framework of cross-national HRM comparisons, helps to make both theoretical and practical implications

A perspective on multinational enterprise’s national identity dilemma

This conceptual paper identifies gaps and contributes to the literature on ‘identity’ dilemmas faced by multinational enterprises operating in a globalised world. Various characteristics and business strategies of multinational enterprises are delineated and analysed through the lens of social identity theory and international business concepts such as market and institutional logic. Our analysis, based on multiple cases, and derived from a variety of industries and countries, associates the identity dilemma to informed business strategy. Our findings suggest that while multinational enterprises face identity dilemmas that they sometimes use to their advantage, it also poses several challenges. Through our conceptualisation, we derive five distinct propositions to shape future research directions