Host country national's reactions to expatriate pay policies: making a case for a cultural alignment pay model

Mahajan, Ashish

doi:10.1080/09585192.2011.538973

Cited by 28 publications

(15 citation statements)

References 67 publications

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“…The majority of studies in the extant literature focus on MNCs' approach to expatriation; however, barring a few exceptions (e.g. Templer 2010;Mahajan 2011), local employees' perspectives on expatriate managers remain relatively underexplored. The paper seeks to explore host-country nationals' views of expatriation and expatriate managers in the context of MNCs in Jordan.…”

Section: Introductionmentioning

confidence: 99%

“…Specifically, there is a lack of studies on local employees' views on expatriate managers and their performance. Mahajan (2011) notes the lack of literature that explores the reactions of host-country nationals to ethnocentric pay policies of MNCs. Templer (2010) highlights the importance of The International Journal of Human Resource Management examining expatriate managers' job knowledge, leadership skills and cultural openness and adaptability from the perspective of host-country national subordinates.…”

Section: Introductionmentioning

confidence: 99%

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What locals want: Jordanian employees' views on expatriate managers

Syed

Hazboun

Murray

2013

The International Journal of Human Resource Management

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This paper sheds light on the expatriate -local relationship based on local employees' perspectives of expatriate managers. Drawing on a survey of local employees working in three Western multinational banks in Jordan, the study explores local employees' views on expatriate managers and their performance. The study reveals that local employees are generally indifferent to their manager's nationality as long as the manager has the capability to drive the subsidiary forward. However, one key concern of locals is the ability of expatriates to adapt to the local culture and business environment. The study also points towards a significant gap between the formal rationale for expatriation by multinational companies and what local employees perceive as real reasons behind expatriation.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

What locals want: Jordanian employees' views on expatriate managers

Syed

Hazboun

Murray

2013

The International Journal of Human Resource Management

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“…2928). 10 Although more recent conceptualizations and studies have explored the effect of HCNs’ attitudes on their willingness to provide support to expatriates 10–14 and how HCNs’ reactions to payment policies influence their interactions with expatriates and expatriate performance, 15 , 16 relatively little is known about HCNs as actors in the expatriate-host country national (E-HCN) relationship. 17 Moreover, despite the growing interest in the E-HCN relationship, the current focus is still on how this relationship may influence expatriate mobility 18 and performance.…”

Section: Introductionmentioning

confidence: 99%

The Role of Extraversion and Openness on Host Country Nationals’ Task Performance and Contextual Performance at Work

Jannesari

Wang

Zheng

et al. 2021

PRBM

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Purpose This study answer calls for research on host country nationals (HCNs) by examining factors that may influence HCN task performance and contextual performance during work with their self-initiated expatriate (SIE) colleagues. Participants and Methods Data on personality traits (extraversion, openness), socialization self-efficacy, and frequency of interaction, task, and contextual performance were collected by surveying 373 Chinese HCNs. The first author recruited the HCNs through SIEs working and living in China. SIEs who participated in this project provided the email addresses of HCNs with whom they worked. Results The frequency of interactions fully mediated the relationship between (a) extraversion with task and contextual performance and (b) openness with task and contextual performance. Only socialization self-efficacy moderated the mediating effects of extraversion on task performance via the frequency of interaction; it also moderated the mediating effects of openness on contextual performance via the frequency of interactions, but not in the hypothesized direction. Conclusion This study investigated the neglected stakeholder in the expatriation process, namely, HCNs, and what factors may impact HCNs’ performance during work and collaboration with their SIE colleagues.

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“…A wealth of conceptual work has been done in this area (e.g. Crocitto & Ashamalla, 2000;Caligiuri & Lazarova, 2002;Wang, 2002;Toh & Denisi, 2003;Toh & DeNisi, 2007;Osman-Gani & Rockstuhl, 2008;Olsen & Martins, 2009;Farh, Bartol, Shapiro & Shin, 2010;Mahajan, 2011;Mahajan & De Silva, 2012;Oltra, Bonache & Brewster, 2013;Ismail, 2015;Bonache, Langinier & Zárraga-Oberty, 2016), and this paper would specifically like to review the empirical studies to show what has been done so far in this area (Tranfield, Denyer & Smart, 2003). As such, this literature review could inform future expatriate research that would like to include a HCN perspective, and thereby include more stakeholders than just the expatriate (Takeuchi, 2010).…”

Section: Introductionmentioning

confidence: 99%

It takes two to tango: a review of the empirical research on expatriate-local interactions

Bakel

2018

The International Journal of Human Resource Management

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There has been a growing interest in the potentially positive impact of expatriate interactions with host country nationals (HCNs) in International Human Resource Management (IHRM). This paper provides a comprehensive overview of this relatively new body of literature, and organises the empirical research with regard to antecedents and outcomes of expatriate-local (E-L) interactions at four different levels of analysis: individual, dyadic, group, and societal level. A literature search resulted in the selection of 74 articles, published between 1990 and 2016, which focus on E-L interactions that influence the success of an organisation. The overview shows most of the research has been done at the individual level of analysis, examining the impact of contact with HCNs on expatriate adjustment and performance. Several avenues and suggestions for future research are listed; an important starting point for future research is to clearly delineate which aspect of expatriate-local interactions is investigated-the frequency, depth, or breadth of the contact. This review counterbalances the predominant IHRM focus on expatriates as sole actors in expatriate success by specifically including another important stakeholder, the HCN. It further provides directions and a research agenda for future research on expatriate-local interactions.

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Host country national's reactions to expatriate pay policies: making a case for a cultural alignment pay model

Cited by 28 publications

References 67 publications

What locals want: Jordanian employees' views on expatriate managers

What locals want: Jordanian employees' views on expatriate managers

The Role of Extraversion and Openness on Host Country Nationals’ Task Performance and Contextual Performance at Work

It takes two to tango: a review of the empirical research on expatriate-local interactions

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