The results indicate that perceived organizational support and intraorganizational social capital positively influence most expatriate job performance dimensions except demonstrating effect dimension and Islamic work ethics acts as a partial mediator.
Authors
Nitin Simha Vihari, Assistant Professor at the BITS Pilani, Dubai Campus, Dubai, United Arab Emirates; Senior Lecturer in HRM, Business School, Middlesex University Dubai, Dubai, United Arab Emirates.
Jesu Santiago, BITS Pilani, Dubai Campus, Dubai, United Arab Emirates.
Mohit Yadav, Associate Professor, Jindal Global Business School, O.P. Jindal Global University, Sonipat, Haryana, India.
Anugamini Priya Srivastava, Symbiosis Institute of Business Management Pune, Symbiosis International University, Pune, India and Symbiosis Centre for Behavioral Studies Pune, Symbiosis International University, Pune, India.
Summary
An expatriate is a person living outside their native country and is physically mobile across international borders for professional or personal reasons, whether for a short or long time, whether organizationally sponsored or not. In the competitive and globalized world, expatriation helps organizations to sustain international competition. Based on the social capital theory, performance theory and organizational support theory, this study aims to explore the impact of intraorganizational social capital (IOSC) and perceived organizational support (POS) on expatriate job performance (EJP) along with the intervening role of Islamic work ethics (IWE).
Methodology
Data are collected from Expatriate employees working in UAE for at least three years among various knowledge-based industries. A total of 268 filled responses were received using the convenience sampling technique. Structural equation modeling was used to test the proposed hypotheses.
Findings
The results indicate that POS and IOSC positively influence most EJP dimensions except demonstrating effect dimension and IWE acts as a partial mediator. The study adopted a cross-sectional research design, and the respondents are white color expatriates working in the knowledge-based industries across the United Arab Emirates. Various other business sectors, such as tourism, hospitality, manufacturing, oil and energy can be considered in the study context and longitudinal research designs can be adapted to generalize the findings.
Research Implications
The study adopted a cross-sectional research design, and the respondents are white color expatriates working in the knowledge-based industries across the United Arab Emirates. Various other business sectors, such as tourism, hospitality, manufacturing, oil and energy, can be considered the study context and longitudinal research designs can be adopted to generalize the findings.
Practical Implications
Human resource managers need to formulate their company policies so that a recruit is given orientation and training the existing workforce on the benefits of IWE, as it can be seen as developing employee morale and ethical behavior. Onboarding an expat from different regions is an expensive initiative for the organization. The organization should consider both tangible and intangible costs that go into the recruitment, selection and onboarding of an expat.
Originality/value
Very few studies have explored the role of IWE with a second-order EJP construct with the respondents from the knowledge-based industries of the UAE.
Published in: Industrial and Commercial Training
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