A Validation of the Short-Term International Teaching Assignments Scale

Jais, Juraifa; Smyrnios, Kosmas X.; Hoare, Lynnel

doi:10.33736/ijbs.571.2015

Cited by 3 publications

(5 citation statements)

References 32 publications

(40 reference statements)

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“…This may however represent the multi-disciplinary nature of the publications and research design preferences in some fields. A total of 6 mixed method articles were found combining quantitative and qualitative tools ( Dimberg, Mundt, Sulsky, & Liese, 2001 ; Jais et al, 2015a , Jais et al, 2015b ; Roy & Filiatrault, 1998 ; Shortland, 2015 ; Striker et al, 1999 ). Out of the 36 qualitative articles, the majority used interviews, with a few articles combining interviews with some corporate documentation ( Cardoso & Jordão, 2017 ; Haynes, 2010 ; Mayerhofer, Schmidt, Hartmann, & Bendl, 2011 ; Suutari et al, 2013 ) or focus groups ( Pereira, Malik, Howe-Walsh, Munjal, & Hirekhan, 2017 ; Tahvanainen et al, 2005 ).…”

Section: Resultsmentioning

confidence: 99%

“…In 28 articles (34%), individuals that were not linked to a particular organisation made up the sample, while there were 11 papers (13%) with research in a public sector environment. This setting was unexpected but can be explained as follows; 5 of these papers were based on data within the World Bank Group ( Dimberg et al, 2001 ; Dimberg et al, 2002 ; Espino, Sundstrom, Frick, Jacobs, & Peters, 2002 ; Liese, Mundt, Dell, Nagy, & Demure, 1997 ; Striker et al, 1999 ); another 5 studies were conducted in universities ( Crowne & Engle, 2016 ; Jais et al, 2015a , Jais et al, 2015b ; Jais, Smyrnios, & Hoare, 2015c ; Salt & Wood, 2014 ), and 1 study was within the Irish Defence Forces ( Crowley-Henry & Heaslip, 2014 ). In the remaining 5 papers (6%), regions and countries were the focus of research ( Anderson, 2007 ; Belenkiy & Riker, 2012 ; Collins & Tisdell, 2004 ; Gholipour and Foroughi, 2019 , Gholipour and Foroughi, 2020 ).…”

Section: Resultsmentioning

confidence: 99%

“…Drawing from expectancy theory, Konopaske and Werner (2005) present a range of support types requested by employees undertaking flexible global work including on-site assistance, development opportunities, aligned compensation, and career prospects. Similarly, Jais et al (2015a) differentiate between organisational, HR, financial, and career support. Taking COR theory into consideration, Jensen and Rundmo (2015) contend that organisational resources are critical to support IBTs which will reduce job exhaustion.…”

Section: Current Debates In a Fragmented Field – A Value Perspectivementioning

confidence: 99%

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Flexible global working arrangements: An integrative review and future research agenda

Jooss

McDonnell

Conroy

2021

Human Resource Management Review

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The topography of global mobility within multinational enterprises (MNEs) is evolving where we now have a portfolio of flexible global working arrangements (FGWAs) including: international business travellers, flexpatriates, short-term international assignees, international commuters, and rotational assignees. The need for more agile structures and more efficient mechanisms to transfer globally dispersed knowledge are two key enablers in this evolution. With increased interest, this paper offers the first systematic, integrative review of 100 articles on FGWAs. The review indicates that these forms of global work appear to be a somewhat overlooked double-edged sword in that they may confer significant but unrealised value for MNEs alongside hidden, adverse consequences for individuals. Notable was the lack of insight into the HR function's input or oversight at either a strategic or operational level. We find that there is a distinct lack of strategic linkages to global mobility and/or HR functions. We propose a research agenda that centres on better understanding the international HR function's role and responsibility in providing a more strategic and sustainable perspective of these increasingly common FGWAs alongside virtual work. The COVID-19 pandemic may offer a critical juncture point in which there is greater strategic consideration on the utilisation and support of such arrangements.

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Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

Section: Current Debates In a Fragmented Field – A Value Perspectivementioning

confidence: 99%

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Flexible global working arrangements: An integrative review and future research agenda

Jooss

McDonnell

Conroy

2021

Human Resource Management Review

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“…In our dataset, only 11 studies went beyond the private sector by investigating, for instance, multinational nonprofit humanitarian organizations (e.g. Fee and McGrath-Champ, 2017; Merlot and De Cieri, 2012), military organizations (Androniceanu, 2014; Crowley-Henry and Heaslip, 2014) and higher education institutions (Jais et al, 2015; Wilkins et al, 2018). As such, we seek to encourage future IHRM research to build on this emerging research stream that pays more attention to the other organizations, those that do not contribute directly economically, but seek to secure peace and human welfare in a broader sense.…”

Section: Discussionmentioning

confidence: 99%

An empirical analysis of research paradigms within international human resource management: The need for more diversity

Kornau

Frerichs

Sieben

2020

German Journal of Human Resource Management

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The goal of this article is to provide a fine-grained analysis of international human resource management research that addresses the different perspectives applied in that research. We coded 203 peer-reviewed international human resource management articles published between 2011 and 2018 with content analytical methods guided by the compass of management research developed by Sieben, which is rooted in critical management research. We were particularly attentive to the various discursive orientations international human resource management scholars have adopted, including ideologically critical, poststructuralist, functionalist and interpretive perspectives. We further examined which methods, theoretical perspectives and topics were common within and across different perspectives. This analysis indicated that critical research intending to politicize and question existing structures and ways of organizing is still marginal. Along with the dominance of functionalist and interpretive studies, papers in our dataset commonly use a strategic human resource perspective, are predominantly interested in the human resource management–performance link and focus rather narrowly on multinational corporations and expatriates. Furthermore, while international human resource management scholars increasingly account for the contextual embeddedness of organizations through macro-level theories, they mainly apply institutional perspectives that view organizations as adapting to institutional constraints. We propose a more diverse and reflexive approach – inspired by ideologically critical and poststructuralist perspectives – that may help to overcome these blind spots. Such an approach might, for instance, look at types of organizations other than multinational corporations and individuals other than highly skilled expatriates and might explicitly bring multiple, external stakeholders into the picture. We conclude by suggesting that international human resource management research and practice would benefit from more research diversity which enables more holistic analyses of phenomena, more innovative research and resultant insights, and more space for meta-theoretical reflections.

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“…It is because an emotional state is also crucial. A person with emotional intelligence will be able to monitor himself appropriately in each situation to smooth cooperation [62]. When working, a person must talk and communicate with others all the time, such as colleagues, leaders, managers, including customers.…”

Section: Emotional Skills Factormentioning

confidence: 99%

Exploring Managers' Skills Affecting Dynamic-Innovative Capabilities and Performance in New Normal Era

Rakangthong

Hareebin²,

Dowpiset³

et al. 2023

HighTech. Innov. J.

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The human resources department, as a dynamic mechanism in the hotel business, is a supporter and a manager who manages the corporation to grow by planning, supervising, and assuring the expected performance leads to desirable outcomes. The situation of spread of the COVID-19 virus has resulted in businesses and labor departments having to adapt to survive by upgrading existing knowledge and adding new skills. Therefore, this research aims to describe components and models of necessary skills development for performance affecting dynamic capabilities and performance in a new normal era for human resources managers of five-star hotels in Phuket Province, which are crucial components in an increased corporation’s sustainability and performance in terms of personnel efficiency, assets, funds, and information. This research is quantitative, and research data was collected from a total of 384 human resource managers of five-star hotels. There was a mutual discussion of factor analysis and structural equation results with three human resources managers who have been successful for not less than seven years in their work. The components consisted of systematic consideration through the following causes: necessary skills; professional skills, work skills, and emotional skills, mediator variables; dynamic capabilities, and organizational performance. This research also discussed five guidelines for developing the necessary skills for performance. As various factors have affected the performance in the new normal era, the human resources executives of five-star hotels in Phuket province should apply them and consider them together with their business plans for setting the strategic plan of organizational management, management, administrative, and human resources development. Doi: 10.28991/HIJ-2023-04-01-03 Full Text: PDF

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A Validation of the Short-Term International Teaching Assignments Scale

Cited by 3 publications

References 32 publications

Flexible global working arrangements: An integrative review and future research agenda

Flexible global working arrangements: An integrative review and future research agenda

An empirical analysis of research paradigms within international human resource management: The need for more diversity

Exploring Managers' Skills Affecting Dynamic-Innovative Capabilities and Performance in New Normal Era

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