Capital gains: expatriate adjustment and the psychological contract in international careers

Haslberger, Arno; Brewster, Chris

doi:10.1002/hrm.20286

Cited by 129 publications

(148 citation statements)

References 99 publications

(112 reference statements)

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“…Third, in our quantitative survey we did not specifically ask whether expatriates were working for MCNs or local Chinese organisations, and in particular in which sector and their respective job role. While previous research (Guzzo et al, 1994;Haslberger and Brewster, 2009) has found that MCNs might have better arrangements for establishing PC with expatriates, our qualitative findings seemed to indicate a mixed result. Our findings do highlight that not all SIEs experiences PC breach and violation, and several SIEs were content with their employee-employer relation.…”

Section: Discussioncontrasting

confidence: 90%

“…Previous studies in expatriate PC treated expatriates as a homogeneous group, while the findings of the present study, nested in China, shed light on the importance of differentiating the PC according to different types of expatriates, which indicated a multifaceted nature of PC in expatriation context. Further, the results of the current paper implied a significant difference between SIEs and OEs in the nature of PC, which answered the call for SIE research in the organisational setting (Haslberger and Brewster, 2009). In the present study, we utilized a mixed-method study, using a quantitative survey and follow-up semi-structured focus group interviews, to discuss PC breach and violation of OEs and SIEs.…”

Section: Discussionsupporting

confidence: 68%

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Unpacking differences in psychological contracts of organizational and self-initiated expatriates

Zhang

Rienties

2017

JGM

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Purpose Global staffing has remained a main focus within the field of international human resource management (IHRM) since the 1970s. However, research in the psychological contract (PC) of expatriates is limited. The purpose of this paper is to explore the differences in PC breach and violation for organisational expatriates and self-initiated expatriates (SIEs). Design/methodology/approach A survey questionnaire was developed covering 52 organisational expatriates and 119 SIEs from 35 countries/regions working in China. Four follow-up focus group interviews including four organisational expatriates and 12 SIEs were conducted to further explain the findings of the survey. Findings The findings indicate that organisational expatriates experience significantly lower levels of PC breach and violation than SIEs. Three broad thematic areas arose from the triangulation of focus group interviews, including uncertainties in functioning of contracts, differences in job securities and career development opportunities, and cultural differences. Practical implications Employers should give a comprehensive orientation and cultural training to meet the needs of SIEs. Moreover, long-term career advancement paths should also be provided to SIEs to alleviate their vulnerability and insecurities working abroad. Originality/value The study contributes to the scholarship of self-initiated expatriation and PCs and give implications to IHRM strategies.

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Section: Discussioncontrasting

confidence: 90%

Section: Discussionsupporting

confidence: 68%

Unpacking differences in psychological contracts of organizational and self-initiated expatriates

Zhang

Rienties

2017

JGM

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“…Inkson and Arthur (2001) in their definition of knowing-how career capital included the skills, expertise, and tacit and explicit workrelated knowledge needed to carry out the job successfully within the chosen context. Haslberger and Brewster (2009) support this saying that the knowing-why capabilities are seen as fundamental for commitment, which in turn improves performance. Increasing a person's career capital is thus beneficial for the individual, the organisation and the industry (Clarke, 2013).…”

Section: Resultsmentioning

confidence: 68%

The components of career capital for knowledge workers in the global economy

Sutherland

Naidu

Seabela

et al. 2010

The International Journal of Human Resource Management

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The literature shows that the way in which knowledge workers manage their careers in the global economy has changed fundamentally in the last twenty years. Career capital is a tradable commodity between and within organisations which impacts both human resource managers and knowledge workers. There is insufficient empirical evidence of the components of career capital and how these are acquired and there has been a dearth of investigation as to whether career capital is managed differently in different industries. The research was conducted in two phases. The first qualitative phase via 21 in-depth interviews identified 27 components of career capital and 23 methods of career capital accrual. In phase two quantitative data was collected, using those constructs, from 200 knowledge workers in four sectors: the public service sector and in manufacturing, financial and high tech research and development industries. The research determined the most important career capital components and methods of their accrual and showed these to differ greatly between the four employment sectors. The data raises questions with regard to two important themes in the career literature.

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“…Organisations rely on assigning expatriates to fill skills gaps, train and develop local people and disseminate corporate culture and values. They also use expatriation to build their global talent pool (Haslberger and Brewster, 2009;Hocking, Brown and Harzing, 2004;McNulty and Brice, 2014). Hence, encouraging talented individuals to accept an international assignment and ensuring that they remain motivated while undertaking it are critical to organisational success in the global arena.…”

Section: The Value Of Expatriation and Of Expatriate Gender Diversitymentioning

confidence: 99%

“…The management of expatriate and family mobility is therefore critical to levels of trust, organisational commitment and turnover intentions (Pate and Scullion, 2010). Besides a focus on the expatriation and repatriation points (Haslberger and Brewster, 2009), damage to assignees' psychological contracts can also lead to turnover research into expatriates' commitment and attachment to their organisations gives us some key insights set within the context of total reward packages and the psychological contract. It is notable that she finds tangible rewards assist in attracting expatriates to accept certain assignments but are inadequate for assignee retention.…”

Section: The Role Of Reward Policy In International Assignment Acceptmentioning

confidence: 99%

Long-term assignment reward (dis)satisfaction outcomes: hearing women’s voices

Shortland

Perkins

2016

Journal of Global Mobility

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Purpose – Drawing upon compensating differentials, equity theory, and the psychological contract, women’s voices illustrate how organisational policy dissemination, implementation and change can lead to unintended assignee dissatisfaction with reward. Implications arise for organisational justice which can affect women’s future expatriation decisions. The paper aims to discuss these issues. Design/methodology/approach – A qualitative case study methodology was employed. Reward policies for long-term international assignments (IAs) were analysed. In-depth semi-structured interviews were conducted confidentially with 21 female long-term assignees selected using stratified sampling, and with two managers responsible for international reward policy design/implementation. Findings – Policy transparency is required. Women perceive inequity when allowances based on grade are distorted by family status. Women in dual career/co-working couples expect reward to reflect their expatriate status. Reward inequity is reported linked to specific home/host country transfers. Policy change reducing housing and children’s education are major causes of reward dissatisfaction. Research limitations/implications – This case study research was cross-sectional and set within one industry. It addressed reward outcomes only for long-term IAs from the perspectives of women who had accepted expatriation in two oil and gas firms. Practical implications – Reward policy should be transparent. Practitioners might consider the inter-relationship between policy elements depending on grade and accompanied status, location pairings, and the effects of policy content delivery to dual career/co-working couples. Originality/value – This paper advances the field of IA reward by examining compensating differentials, equity and the psychological contract and takes these forward via implications for organisational justice. It identifies reward elements that support women’s expatriation and address their low share of expatriate roles, thereby fostering gender diversity. Future research themes are presented.

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Capital gains: expatriate adjustment and the psychological contract in international careers

Cited by 129 publications

References 99 publications

Unpacking differences in psychological contracts of organizational and self-initiated expatriates

Unpacking differences in psychological contracts of organizational and self-initiated expatriates

The components of career capital for knowledge workers in the global economy

Long-term assignment reward (dis)satisfaction outcomes: hearing women’s voices

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