http://worldcat.org/entity/work/id/41458045

A Comparitive Assessment of Alternative Models of Factors Perceived to Contribute to Success in International Assignments

Using Campbell's (1990) theory of job performance, the present study sought to identify the factors underlying the job performance of international assignees and their relative importance. Four alternative models of international assignee job performance were also evaluated. Subjects were 338 international assignees from diverse countries (nationality) and organizations, assigned to diverse countries, and performing diverse jobs. Although eight factors were identified as hypothesized, the content and labels of these factors differed from those postulated by the theory. The eight job performance factors in descending order of importance were Flexibility, Family Situation, Management/Administration, Integrity, Effort, Tolerance, Cross-Cultural Interest, and Openness. Factor importance ratings were also influenced by position (managerial/non-managerial status), organizational type, international assignees' nationality, the country to which they were assigned, and cultural distance (similarity between nationality and assigned country). Finally, although military personnel were excluded from this study since they typically are assigned to places where their culture is present in some form (e.g., they are assigned to a U.S. military base), the factors identified as being important for international assignees, in general, should also be considered as part of the assignment process and in job design and redesign for military personnel in foreign postings. The importance of these factors should also be considered when developing the cultural training and education programs for military personnel prior to their assignment within non-US host countries. The likelihood that these factors may serve as predictors of the success of a military member in a foreign assignment in a manner similar to that of non-military personnel must be considered and addressed.

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