Abstract

This study investigates the impact of social and emotional competencies on job performance and the mediating role of cultural adjustment of expatriates engaged in the ICT sector in Malaysia. This was a quantitative research and using a survey method, data was collected from a sample of 301 expatriates. The AMOS software developed for analyzing the Structure Equation Modeling (SEM) was utilized. The findings revealed that social and emotional competencies have a significant impact towards job performance. The findings also supported the role of cultural adjustment as a mediator between competencies and job performance. The findings supported the results from some earlier studies and also bring out several new ideas such as the importance of competencies and cultural adjustment. The findings have significantly contributed to the advancement of knowledge in job performance and cultural adjustment and it is evident that expatriate social and emotional competencies facilitate job performance and cultural adjustment. The implications were in the areas of expatriate selection, training and support practices. It is recommended that organizations consider both social and emotional competencies and implement suitable HR policies to select the right candidate. The results of this study will add to the current body of knowledge as well as assist in creating foundational solutions to ensure success in expatriate global assignments in Malaysia.

Highlights

  • 1.1 BackgroundHaving the right people on the ground is essential for organizations that are pursuing growth in new markets in today’s globalized environment (KPMG, 2016)

  • The results of this study revealed that emotional competencies have the most influence on performance of expatriates followed by social competencies

  • The findings emphasize the criticality of competencies, expatriate performance and cultural adjustment in the Information and Communications Technology (ICT) sector in Malaysia

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Summary

Introduction

Having the right people on the ground is essential for organizations that are pursuing growth in new markets in today’s globalized environment (KPMG, 2016). For MNCs, attracting new talent in chosen markets is vital to achieve growth (KPMG, 2016). MNCs are increasingly looking to enhance their mobility policies to attract and retain key global talent (KPMG, 2012). As argued by Palthe (2004), MNCs depend on expatriates for growth and competitive advantage. This effort requires selection of globally competent people. Having the right people to manage MNCs is a critical success factor in international operations (Dowling, Festing & Engle, 2008). A survey by Brookfield GRS (2012) reported that 64% of respondents indicated that their international assignee population had increased

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