Women abroad: getting the best results from women managers

Abstract This study explores the work environment of expatriate women managers in American corporations and investigates the determinants of their job satisfaction. The strategic importance of global assignments has increased over the years. The real cost of unsuccessful expatriates extends beyond the monetary expenses. As the number of women managers working overseas increases, so does the importance of this topic. Additionally, because women in expatriate positions are relatively new, their needs for job satisfaction and career aspirations are not known to most organizations. This research intends to fill this gap. The study concentrates on four major areas that are considered important for obtaining job satisfaction: (1) the way in which organizations design their overseas jobs, (2) women's skills and characteristics, (3) international human resource policies of companies and (4) the cultural environment of host countries. The applied research covers two phases: a study of expatriate managers during their assignments overseas and the evaluation of overseas experience upon their return. The results indicate that women in overseas assignments are satisfied overall with their jobs. However, organizational variables are more strongly related to job satisfaction. The nature of job design in overseas postings has the greatest impact on women's job satisfaction. When the jobs are enriched, women gain intrinsic rewards and have high job satisfaction. Organizational support also contributes to the satisfaction of women expatriates. Training, mentoring and repatriation preparations have high impact on women's success and satisfaction. Women expatriates are more concerned with their repatriation and future advancement than their present assignments. The findings are important for theoretical and practical reasons. Theoretically, the achievement and satisfaction of women managers overseas cannot be simplified without taking into account organizational, personal and cultural factors. Practically, companies need to respond to the individual needs of expatriate women managers and then decide on their assignments and their repatriation accordingly.     

International work in domestic jobs: an individual explanation

Australian firms are attempting to internationalize and to become global companies. One way of staffing the forays into international business is by incorporating international work into domestic jobs. This study sought to understand the factors related to the amount of international work Australians perform in their domestic jobs. Alumni from an Australian university were surveyed, providing 1,046 full-time domestic employees working in a range of industries. Regression analysis showed that, beyond individual and organizational controls, employees performed more international work in domestic jobs when they worked in organizations at higher than at lower international levels with human resource support, worked in jobs at higher rather than at lower managerial levels and had international skills. However, there was no or little link with employees' international attitudes or family situation. As predicted, the managerial level of the job made a difference to the effects of the work environment. Working in MNCs and domestic organizations with operations abroad was related to the amount of international work in domestic jobs performed by senior managers and executives more than by lower and middle managers or subordinates and supervisors. Analysis of open-ended responses shows the major reasons Australians take up domestic international work are money, professional development and challenging content. The major reasons they would not are family commitments and disruption, in contrast to the quantitative results in which family factors are unimportant. The difference between the quantitative and qualitative results and the importance of family factors, international skills versus attitudes and human resource support are discussed.     

Line Managers’ Rationales for Professionals’ Reduced‐Load Work in Embracing and Ambivalent Organizations

This study examines line managers’ rationales regarding reduced‐load work (RLW), an emerging talent management practice allowing professionals to reduce their workload and take a pay cut, while actively remaining on a career path. Unlike flextime and telework, RLW addresses professionals’ core problems of rising work hours and workloads. Interviews with 42 managers in 20 North American employers suggested that managers were more likely to support RLW for employees whom they saw as (1) high‐performers, (2) flexible in their use of RLW, and (3) doing conducive jobs. Interviews with 20 HR experts and 24 senior executives revealed four dimensions of organizational support, two cultural (senior management support and discourse on career penalties) and two structural (adaptation of HR systems and organizational diffusion). In embracing organizations there was a higher frequency of more supportive managers than there was in ambivalent organizations. Managers’ rationales were connected to their organizational contexts, albeit loosely, suggesting managerial implementation agency. The same rationales were more likely to be used in supportive ways in embracing contexts and in less supportive ways in ambivalent contexts. This study suggests that managerial and organizational support for flexible talent management practices dovetail in nuanced and important ways. © 2015 Wiley Periodicals, Inc.     

Women-friendly HRM good for QWL? The case of Hong Kong based companies

Organizations in Hong Kong were surveyed to gauge how women-friendly they were and how their human resource managers viewed the effect of women-friendly HRM policies and practices on employees' quality of work life. It was found that only about half of the policies mentioned in the questionnaire were practised by less than 10 per cent of the organizations. Principal component analysis conducted showed that organizational women-friendliness was multi-facet in nature. Using these facets - women friendly dimensions (WFDs) - as criteria and controlling for size, the study found that firms with American and European origins were more women-friendly than Hong Kong firms. Furthermore, when American companies were compared to Hong Kong companies, it was on the WFD of career development that the former were significantly higher than the latter. In contrast, when comparing European organizations with Hong Kong organizations, it was the WFD of flexibility on which the two differed most markedly.     

Corporate restructuring and career advancement in Hong Kong

This paper examines the factors that contribute to career advancement in a sample of forty-four Hong Kong managers working in three local companies that had undergone restructuring. The findings indicate that they were acutely aware of shifts in the nature of their career paths but generally were reactive to changes rather than proactive. Their concerns about changes were mostly instrumental and pragmatic judgements about how things might affect their job security and career prospects. To increase their chances of getting promoted, they focused on human-capital investment by upgrading and widening their work skills. While they felt obligated to work overtime and enhance their performance by taking on extra duties and responsibilities, they sought to develop a harmonious relationship with the environment rather than dominate it. They disliked challenging their superiors, preferring instead to imitate their superiors' behavioural patterns. In their efforts to increase opportunities for career advancement, they employed business networking and visibility as ‘wooing’ strategies. Furthermore, the desire to avoid losing face and humiliation were effective motivators.     

Insider Privatisation and Restructuring Incentives

In the literature on privatisation and restructuring it is a generally held belief that manager owned firms will be restructured more rigorously than worker owned companies. This gives the clear recommendation that property rights and control rights should be allocated to managers in the process of (insider-) privatisation. One of the implied arguments is, that managers' career concerns will make them eager to prove their ability by improving company efficiency. The present model shows that in the transition context managers' career concerns might result in the opposite effect. If the bulk of job opportunities are in worker controlled firms, the managers of the few manager controlled firms will want to appear soft on excess labour capacity – hence, restructure less harshly – in order to improve their career opportunities.     

Female Managers in Britain – A Comparative Perspective

The aim of this article is to present the current position of female managers in Britain and examine the similarities and differences between male and female managers. In terms of managerial efficiency and performance per se, the evidence strongly suggests that there are far more similarities than differences between the way men and women ‘manage’. However, there are some major sex differences in relation to demographic profiles, job status and employment factors, career development, occupational stress levels, and attitudes towards female managers compared to their male counterparts. One in nine managers in Britain are women and less than one per cent occupy senior management positions. Women managers tend to have to be more highly qualified than men managers, are more likely to be single or divorced, and encounter more prejudice and discrimination in the work environment. In addition, compared to male managers female managers have to cope with additional stresors stemming both from their work and home lives. It is suggested that many of these differences are hampering the career prospects of women in management and contributing towards the difficulties they have in reaching the higher levels of management compared to men. Finally, recommendations for changes in corporate and legislative policies are also proposed.     

Employee work values and organizational attachment in North Mexican maquiladoras

Maquiladoras in Northern Mexico are currently plagued by low organizational attachment among production workers. Workers often feel little psychological commitment to their maquiladora, and turnover rates in the plants average about 10 per cent per month. In this study we examine the role that work values play in maquiladora workers' attachment to their organizations. An analysis of data from 227 production workers in two maquiladoras reveals that the upward-striving value (a desire continually to seek a higher-level job) is positively associated with turnover intentions and negatively associated with organizational commitment, while the social-status-of-job value (the perception that a good job merits respect) is positively associated with organizational commitment. The findings offer guidance to managers and management scholars attempting to understand and combat the organizational attachment problem in Northern Mexico.     

Retaining and satisfying project managers – antecedents and outcomes of project managers’ perceived organizational support

Although theory and research from the domains of organizational behavior and human resource management suggest that individuals’ perceived organizational support (POS) plays a crucial role in enhancing job satisfaction and in reducing turnover intentions, there is a lack of research applying Organizational Support Theory to the realm of project management. Project-based organizations have an increasing demand for highly qualified project managers who feel supported by their employing organization and intend to remain in their positions. Therefore, the primary objective of the present study was to investigate predictors of project managers’ POS (both from a career management and from a project portfolio management perspective) and to examine how this variable related to their job satisfaction and intention to quit their project manager position. Using a sample of 541 project managers and 135 project portfolio coordinators nested in 135 firms, the analysis revealed that POS related positively to project managers’ job satisfaction and negatively to their turnover intention. A career path for project managers was positively associated with POS, especially when it was accompanied by adequate qualification opportunities. Results further stress the significance of top management involvement and the support of project management offices for project managers’ POS.     

Book Reviews

The aim of this study is to examine how boundaryless career relates to competence development of managers in Finnish information and communication business sector (ICT) and paper business sector. The research was qualitative by nature and the used research method was a focused interview. The research group included 15 managers from three ICT companies in the field of software and 15 managers from three paper companies specialising in pulp, paper and paperboard manufacture. Managers were themselves responsible for updating their competence; continuous development of skills and knowledge enabled managers to make their own career decisions and manage their career. Career decisions directed the managers' further training needs. High competence level created shelter and self-confidence to managers. Managers were more committed to their competence related to the business sector than any particular organisation, and they wanted to combine work, family and hobbies in their lives as well. Only two Finnish business sectors were included in this study and the target was in the middle management level in organisations. Therefore, the study is not comprehensive. However, the results of the study give information concerning the relation between boundaryless career research and competence research in changing work environments.     

Misperceptions By Managers and Their Bosses of Each Other's Preferences Regarding the Managers’ Careers: A Case of the Blind Leading the Blind?

Peter Herriot, Carole Pemberton and Robert Pinder report on and consider the policy implications of a study of the career attitudes of managers. Managers and their bosses believed that their attitudes about the managers’ careers were similar. In fact, there was little relationship between them, and furthermore, their perceptions of each other's preferences were largely unrelated to the preferences themselves. Three factors, ‘reputation’, ‘promotion’ and ‘competences’, explained approximately half the variance. Length of service with the organisation was the main predictor of the managers’ career attitudes. Managers believed themselves to be more likely to be promoted than did their bosses, and considered promotion more probable the more frequently they had moved jobs. Peter Herriot is Director of Research and Carole Pemberton is Research Consultant at Sundridge Park Management Centre. Robert Pinder is Director of Integra Associates.     

Relationships Between Cultural Orientations,Shared Ethical Values,Job Characteristics,and Organizational Commitment for Turkish Industrial Sales and Retail Managers

This study examines the relationship between cultural orientations, shared corporate ethical values, job characteristics, and organizational commitment for Turkish industrial sales managers and retail managers, replicating and extending the study done by Hunt, Wood, and Chonko (1989). This comparative study found that organizational commitment is a positive function of both Turkish industrial sales and retail managers' personal attributes/characteristics, shared corporate ethical values within companies, and task identity, autonomy, variety, and feedback as main components of job characteristics. The perceived level of cultural orientations of managers, on the other hand, differs significantly between two groups: companies with bureaucatic orientations affect organizational of commitment of their employees negatively whereas innovative and supportive ones affect positively.     

Woman's work: Seeking identity through occupations

Most adult women now hold full-time jobs outside the home, and the proportion is growing. While women's labor market experiences and successes have come closer to men's experiences and successes, their attachment to a labor market career, at least for married women, is not the compulsion that it is and has been for men. While many women have won the right to go off to the corporate citadel every morning, they have more often than not retained the obligation to bear most of the responsebility for the home. Ideally, postfeminist women woumen would like to be able to strike a balance between the responsibilities of the job and home. In reality, they are forced to choose between the two. Women have a right to seek identity through work as well as through parenthood-as men have always done. Those few women who insist on the right to meaningful work and the right to a family will have to push for changes in the work place as hard as they had to push to gain admittance to the jobs in the first place.     

Repatriation of European female corporate executives: an empirical study

The increased internationalization of business in recent years has made the understanding of international human resource management problems more important for executives in multinational companies. In recent years, researchers have paid considerable attention to the issues of adjustment of managers to international assignments. Interestingly, comparatively little research has been undertaken on the topic of repatriation, i.e. re-entry and readjustment of international managers and their families to their home countries. Despite the growth of women in international management there are very few studies that document the repatriation experiences of female international managers. In particular, very few studies have been conducted outside North America on the topic of repatriation of female corporate executives. This paper reports on the experiences of re-entry to home organizations and home countries by an exclusively senior sample of female international managers in Western Europe. Based on extensive empirical research, the findings establish that the repatriation phase of the international career move may be even more stressful than expatriation. The findings also establish that female international managers experience more difficulties than their male counterparts because of their pioneering roles. Finally, the paper suggests that home-based mentors and access to networks while abroad are important factors in contributing to the successful repatriation of international managers. The research findings make a theoretical contribution, not only to the analysis of gender and international human resource management but, also, to wider debates within the contemporary women in management and career theory literatures.     

Effectiveness of organizational efforts to lower turnover intentions: The moderating role of employee locus of control

In the current career climate characterized by change and turbulence, employees may demonstrate limited psychological attachment to their employers. Rousseau (1998) suggested that organizations can elicit psychological attachment from employees by reinforcing perceptions of organizational membership and demonstrating care and support for them. The effectiveness of these strategies, however, may depend on individuals' personality traits. In this study, we examined the moderating effect of locus of control in the relationship among four valued aspects of the work environment—information sharing, job significance, opportunity for learning, and availability of rewards for performance—and employees' intentions to stay. In two empirical studies, we found that information sharing, job significance, and locus of control interacted to positively affect intentions to stay and that opportunity for learning, availability of rewards for performance, and locus of control also interacted to increase intentions to stay. Implications of these results for theory building and practice are discussed. © 2009 Wiley Periodicals, Inc.     

The impact of culture on HRM styles and firm performance: evidence from Japanese parents,Japanese subsidiaries/joint ventures and South Asian local companies

This paper investigates national and organizational cultural influences among managers in three types of companies: Japanese companies in Japan, South Asian domestic companies and Japanese subsidiaries/joint ventures in South Asia. The findings suggest that a Japanese parent company's culture tends to have a much stronger influence with Japanese companies operating in Japan. Japanese parent company culture tends to have less influence than the South Asian national culture in shaping the HRM styles and practices in Japanese subsidiaries/joint ventures operating in South Asia. While some South Asian firms are in the initial stages of learning about participative HRM from foreign companies, most still tend to maintain their national culture and traditional ways in the operating systems of their organizations.     

The impact of employment equity regulations on psychological contracts in South Africa

This article will show the impact of employment equity legislation on the psychological employment contracts of the three main employee groupings in South African society. This study is important in that it fills the gap in the literature that identifies labour market regulations as an important shaping influence on the psychological contract. More than 500 managers from across South African industry and from all ethnic groups were surveyed to identify differences in psychological contracts and attitudes towards the social transformation regulations. We found that the legislation has impacted differentially on the three groupings mainly in terms of their loyalty to stay with their organizations, the focus on their career development in terms of the external labour market and the degree to which they felt they had been affected by the legislation. Additionally we find that the perceived linkage between job satisfaction and labour turnover is significantly weakened by labour market legislation in the case of the beneficiaries of the legislation, but that this may not be the case for those negatively affected by the legislation. The findings have significant implications for the HRM practices of multinationals operating in societies with significant labour market regulatory interventions.     

Job involvement and performance among middle managers in Sri Lanka

This paper examines performance evaluation outcomes for middle managers in the garment sector in Sri Lanka and seeks to explain variations in levels of job involvement and perceptions of organizational support. Some 155 middle managers across three firms were segregated into high- and low-performing groups. High-performing managers tended to have higher perceptions of organizational support, resulting in a social exchange relationship with their employer, and expressed higher job satisfaction and lower turnover intentions. Managers assessed as low performers experienced more negative perceptions of organizational support, lower job satisfaction and an economic exchange relationship with their employer. Significantly, for both high and low performers these outcomes were moderated by job involvement. These findings highlight the need for organizations to pay careful attention to the factors influencing job involvement and perceived organizational support. The paper concludes with a discussion on the practical implications of the findings for human resource managers.