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Career Development International, vol. 10 no. 5
Type: Research Article
ISSN: 1362-0436

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Article
Publication date: 1 August 2005

Racheli Shmueli Gabel, Shimon L. Dolan and Jean Luc Cerdin

The purpose of this paper is to present a new framework for assessing the human resource strategy for international assignment (IA) of managers.

Abstract

Purpose

The purpose of this paper is to present a new framework for assessing the human resource strategy for international assignment (IA) of managers.

Design/methodology/approach

The approach posits the construct of emotional intelligence (EI) as a critical predictor for intercultural adjustment thereby leading to success. A theoretical model and the respective preliminary empirical test of a series of hypotheses pertaining to the relationships between several dimensions of EI, their impact on cross‐cultural adjustment and success of international managers overseas assignments, is presented. Analyses is based on cross sectional data of 67 cases (based on questionnaires), and on 39 cases with rectangular data where both supervisory input and questionnaires were used.

Findings

A significant correlation was found between the interpersonal emotional component and specific performance. Thus the capacities of empathy, social responsibility and social relations may predict better performance in the specific characters of IA. Moreover, the correlation between EI and adjustment dimensions showed significantly higher correlations; while cultural adjustment is not correlated with any EI dimensions, interaction fit correlates with all the EI dimensions except for stress management; adjustment at the work place was only correlated with intrapersonal emotional component. The correlation between adjustment variables and success variables shows that cultural adjustment is positively correlated with satisfaction among global managers. Adjustment at work correlates negatively with the wish to terminate the assignment. In other words, those who adjust less well to work show greater interest in terminating their assignment.

Research limitations/implications

Findings are based on the self‐reported questionnaires and should be treated with caution due to the possibilities of “method‐variance”. The findings are based on a small sample of international assigned managers operating within the Latin American theatre.

Practical implications

It is proposed that EI assessment be used in the selection of internationally assigned managers, in addition to the traditional selection criteria in order to improve the predictive ness of the assignee success.

Originality/value

The use of soft skills rather than hard skills as part of the selection decision of expatriates or any other internationally assigned professionals was long debated. In this study, for the first time, EI scores were used to predict cultural adjustment and subsequence success for managers.

Details

Career Development International, vol. 10 no. 5
Type: Research Article
ISSN: 1362-0436

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Article
Publication date: 1 May 2001

Adnane Belout, Shimon L. Dolan and Tania Saba

Focuses on new trends that have been identified for Canadian human resources (HR): the emergence of new roles for HR; new forms of partnerships, particularly in the…

Abstract

Focuses on new trends that have been identified for Canadian human resources (HR): the emergence of new roles for HR; new forms of partnerships, particularly in the labor‐management relations; globalizations in daily HR operations; work life issues; programs to tackle the shifting demographics; pressure to effect downsizing and cope with mergers and acquisitions; and pressures to demonstrate its usefulness to the organisation.

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International Journal of Manpower, vol. 22 no. 3
Type: Research Article
ISSN: 0143-7720

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Article
Publication date: 1 March 2002

Shimon L. Dolan and Salvador Garcia

The system of beliefs and values that shaped the model for management and organizations during the twentieth century is just not good enough today. In order to keep a…

Abstract

The system of beliefs and values that shaped the model for management and organizations during the twentieth century is just not good enough today. In order to keep a business functioning well and competing successfully in markets that are increasingly more global, complex, professionally demanding, constantly changing and oriented towards quality and customer satisfaction a new model is needed. In this paper, we will propose that both management by instructions and management by objectives today give notoriously inadequate results. By contrast, description of a new approach, labeled management by values (MBV), seem to be emerging as a strategic leadership tool. The paper outlines this approach and discusses the implementation of MBV as a tool to redesign culture in organizations and prepare them for the next millennium.

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Journal of Management Development, vol. 21 no. 2
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 1 December 2004

Shay S. Tzafrir, Yehuda Baruch and Shimon L. Dolan

This study examines the consequences of emerging human resource management (HRM) practices for employees' trust in their managers from a combination of the theory of…

Abstract

This study examines the consequences of emerging human resource management (HRM) practices for employees' trust in their managers from a combination of the theory of exchange and a resource‐base perspective. Using a national sample of 230 respondents, the research reported here portrays the paths which link the consequences of emerging HRM practices to employees' trust in their managers. In this framework, HRM consequences represent a proxy in which managers' actions, behaviours, and procedures affect employees' trust in their managers. The results indicate a significant and positive influence of empowerment, organisational communication and procedural justice as determinants of employees' trust in their managers. Using structural equation analysis, findings also indicate that procedural justice mediates the impact of employee development on their trust in their managers. Implications for strategic HR policies in organisations and suggestions for future research are discussed.

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Personnel Review, vol. 33 no. 6
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 1 August 2005

I.J. Hetty van Emmerik and I.M. Jawahar

The purpose of this study is to investigate if gender and altruism evidence similar relationships with the different types of helping behaviors (e.g. organizational…

Abstract

Purpose

The purpose of this study is to investigate if gender and altruism evidence similar relationships with the different types of helping behaviors (e.g. organizational citizenship behaviors, OCBs; volunteering, vol; and helping kin, HK).

Design/methodology/approach

Data from websurveys of 178 professional employees are analyzed using Zellner's seemingly unrelated regression (SURE).

Findings

Results indicate women engage in HK to a greater extent than men, however this difference between men and women in helping behaviors disappears when the other variables are entered in the model. Gender and altruism interacted to influence OCBs, such that the relationship was stronger for women than for men.

Practical implications

An important implication of these results is that by knowing the motives that are most important to people, organizations may tailor their appeals to potential volunteers. Targeting potential volunteers is most effective when it matches people's reasons for volunteering.

Originality/value

The unique contribution of this study is that it simultaneously examined the relationship between altruism and the three types of helping behavior in a single study.

Details

Career Development International, vol. 10 no. 5
Type: Research Article
ISSN: 1362-0436

Keywords

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Article
Publication date: 1 February 2000

Shimon Dolan, Adnane Belout and David B. Balkin

Provides a literature synthesis on the impact of downsizing on the survivors and examines the experiences of three large Canadian companies. Results confirm trends that…

Abstract

Provides a literature synthesis on the impact of downsizing on the survivors and examines the experiences of three large Canadian companies. Results confirm trends that are generally reported in the literature regarding the negative aspects of downsizing. It suggests that where the company had a clear strategy to implement the downsizing, which included scheduling and a well‐specified operational plan, the impact on those dismissed as well as the survivors was buffered. The use of a downsizing plan also mitigated the negative responses on behalf of the remaining personnel. On the other hand, when the company adopts a reactive approach towards the downsizing process, numerous problems associated with the survivors are reported. The firm that applied seniority to layoff decisions received more favorable responses than firms that used criteria other than seniority.

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International Journal of Manpower, vol. 21 no. 1
Type: Research Article
ISSN: 0143-7720

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Article
Publication date: 1 March 1985

Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time…

Abstract

Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier 25), the consequences on employees of such a reduction can be assessed; and relevant attitudes and aspirations better known.

Details

International Journal of Manpower, vol. 6 no. 3
Type: Research Article
ISSN: 0143-7720

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