University Report: Expatriate Effectiveness and Motivational Factors

This report provides an executive summary and analysis of two articles focusing on expatriate effectiveness. The first article explores the motivational factors for company-initiated expatriates, emphasizing the importance of subsidiary support, cross-cultural motivation, and work adjustment. The second article examines self-initiated expatriates (SIEs), highlighting factors such as international experience, job conditions, family considerations, and labor market dynamics that drive their decisions. The report includes data analysis, including hierarchical analysis, to support the arguments, and differentiates between the motivational drivers of company-initiated and self-initiated expatriates. The findings emphasize the significance of understanding and addressing these motivational factors to enhance expatriate job performance and overall success in international assignments. The report concludes that if handled carefully, expatriates can prove to be an important source of success for any company.

Running head: EXPATRIATE EFFECTIVENESS
EXPATRIATE EFFECTIVENESS
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Executive summary:
The report consists of the review of two articles based on motivational factors that expatriates
needs and what are the exact motivational factors. Samples were collected and studied and they
managed through lots of experts and they are being analyzed. Expatriated are divided into two
broad conditions like the self initiated expatriates and the expatriates who are appointed by the
companies. There is a difference between the two like one are expatriated by choice and the
second are expatiated many not be by choice. There are different motivational factors for the
broad categories. The research clearly stated about the different factors and grow does factors
can be used appropriately. Expatriates has y work in adverse conditions due working in overseas.
If can be handled carefully, then they can prove to be an important source of success for any
company.

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Table of Contents
1st article:-.......................................................................................................................................3
2nd article:.........................................................................................................................................7
References......................................................................................................................................11

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1st article:-
.
The article focuses on the level of motivation that cross culture and company subsidiaries pays.
There are few indicators of expatriate effectiveness or their positive frame of mind like their
work adjustment and their performance at job. The two reflect two different aspects of
effectiveness (Burmeister, Lazarova and Deller 2016). Adjustment to work reflects the comfort
level in handling assignment responsibilities and duties. Again, their job performance shows the
extent to which expatriates carry out their job responsibilities and duties. Work efficiency
depends on two major factors here like subsidiary support and cultural distance. They are better
able to form a common support climate. Cross cultural motivation is an essential driver for work
efficiency. With a better adjustment and motivation from the environment they are in, expatriates
will be able to work more comfortably. Motivation is the process to increase expatriate job
effectiveness and an important source of motivation is cross cultural motivation.
Internationational assignment are really challenging for the reason of cross cultural context of
assignment operations. Therefore, Expatriate motivation in this aspect can really help in
increasing their performance levels (Caligiuri, Baytalskaya and Lazarova 2016). Motivation
means dealing with the psychological process that predicts the intensity and also the direction of
their work and also the process through which individual use their personal resources to
accomplish their job goals. Again, there are other aspects of motivation as well. According to
some researches, Employees can be motivated through some other factors like: providing with
adjustment support, carrier support and financial support. These kinds of supports can be
provided through subsidiary support. The subsidiary support can be considered as a

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multidimensional support that consists of the three faces together (Firth et al. 2014.). Studies
also shows that this fact of multidimensional support is more a motivator than does a single
source of support.
The article focus on company sent expatriates that are not on self initiated expatriates. These
people may not be willing to go overseas or may be and they are also being sent by the company
in contrast to the self initiated expatriates who went abroad with self initiation (Khikmatullo and
Cheng 2014). There will be different motivational factors for company initiated expatriates.
Unlike being like the self initiated expatriates who has other sorts of self motivation factors,
providing them with proper work conditions and with proper subsidiary support is more
important and the said factors are great source of motivation.
A different study has been made on company forwarded expatriate. People from companies are
interviewed. A list of the people is mentioned below:

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Fig 1: People who were interviewed.
Source: (Burmeister, Lazarova and Deller, 2016)
The collected data are then analysis and calculated for patterns. Cross cultural motivation is
analyzed through five item motivational cultural intelligence scales. Expatriate work adjustment

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is calculated from Black and Stephens Three-item measures. Expatriate job performance is
measured through performance appraisal. Subsidiary support is calculated through Krai and
Wayne’s 12-item expatriate motivational scale. Analysis says that the model fits the data well.
The data is a higher level data and so are being analyzed with the help of hierarchical analysis
theory. The result is pasted below.
Fig 2: Hierarchical Analysis of the data.
Source: (Burmeister, Lazarova and Deller, 2016)
The analysis here clearly states in favor of the above argument. Few subsidiary tests are also
carried with the days which also support the argument.

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2nd article:
. The article focus on SIE kind of expatriates that is the self initiated expatriates. These are
the variety of people who finds expatriate work on their own initiative. There is a difference
between organization initiated expatriates and self initiates expatriates (Lu 2015).
Organizational expatriates are sent overseas by the organization and therefore are not necessarily
expatriates by choice. The sectors like investment banking, education sectors and the IT sectors
are mostly attractive to the SIE’s since the skills in this kind of sectors are transferrable to
overseas. There are few motivational factors for this kind of expatriates. They can be
summarized as international experience, job conditions family and labor market situations
(Poonpol 2018). It has been seen that people choose o job overseas in order to get international
experience. However, the choice of countries differs. There are people who prefer Asian
countries and people who prefer western countries. The preferences for countries depend on
previous experiences at times. Some has previous bad experiences and some are interested in
exploring new countries. Another important motivational factor is job condition. It has been seen
that along with financial factors, there are lots of other factors that are responsible for strong
work motivation like research scopes, loads of teaching and other factors. It at all these factors
are mostly available in overseas market, then SIE will obviously be more attracted towards the
overseas market. The next point is family factor. There are situations when spouses of the
concerned people stay in overseas (Trembath 2016). Abroad area are being preferred by people
because they want to salary with their spouse and want to adopt job in those respective areas.
Last but not the latest factor of this article discussion is labor market situation. There are people
who are not particularly interested in working overseas but are tired with current labor

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conditions. The labor market overseas has lots of scopes for the learned people. A person with
minimum degree of education gets the chance of working in a more competitive job.
The self initiated expatriates are different from the company initiated expatriates in
regard of willingness to work abroad (Swanson and Swanson 2017). The self initiated expatriates
have some self initiated motivational factors which are not necessarily connected within the
organization. Unlike the people who organization initiated expatriates, their family positions, and
other factors are reasons for working overseas. The article analysis shows that with the increased
motivation from self initiated factors, the productivity of these people can be increased.
A qualitative study has been made regarding self initiated expatriate. A sample of 30
people are interviewed Semi structured guidelines are used and exploration of any further
relevant topic is allowed. There respondent were categorized according to the countries and
expatiate agreement. Along with this, interviews are conducted with the help of experts like two
associated deans, three professors, two administrative officials that with other expert to make the
interview productive. Interviews were made and answers were recorded and read and re-read to
evaluate the idea of the researchers. They were further analyzed with coding, extraction of
important comments and analysis through the NVIVO software. The data are structured into
patterns and themes of analysis and then checked for the frequency of occurrences

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References
Burmeister, A., Lazarova, M.B. and Deller, J., 2016, January. The Influence of Motivation,
Opportunity, Ability, and Tacitness on Repatriate Knowledge Transfer. In Academy of
Management Proceedings (Vol. 2016, No. 1, p. 10427). Academy of Management.
Caligiuri, P., Baytalskaya, N. and Lazarova, M.B., 2016. Cultural humility and low
ethnocentrism as facilitators of expatriate performance. Journal of Global Mobility, 4(1), pp.4-
17.
Firth, B.M., Chen, G., Kirkman, B.L. and Kim, K., 2014. Newcomers abroad: Expatriate
adaptation during early phases of international assignments. Academy of Management
Journal, 57(1), pp.280-300.
Khikmatullo, K. and Cheng, L., 2014, October. A Research on Expatriate Cross-Cultural
Adjustment and Job Performance in MNCs. In IT Convergence and Security (ICITCS), 2014
International Conference on (pp. 1-4). IEEE.
Lu, Y.T., 2015. A Study of Factors for Taiwan Multinational Corporation Expatriates Intent to
stay.
Poonpol, P., 2018. Determinants of expatriate cross-cultural adjustment and its effect on
performance. AU Journal of Management, 8(2), pp.52-64.

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Swanson, M.K. and Swanson, B.A., 2017. The role of motivation and adjustment in selection of
expatriate academics in China: an intensive study of a Chinese university with one of the largest
foreign faculty staffs. International Journal of Qualitative Research in Services, 2(4), pp.251-261.
Trembath, J.L., 2016. The professional lives of expatriate academics: construct clarity and
implications for expatriate management in higher education. Journal of Global Mobility, 4(2),
pp.112-130.