This section is aimed at addressing sub-problem two, as was stated in Chapter one.
Sub-problem 2: What are the theoretical guidelines for the integration of expatriates into a foreign work and cultural system, specifically in relation to recruitment and selection, orientation and cross-cultural integration?
Lo, Wong, Yam and Whitfield (2012: 4213) argued that expatriates belong to two communities: the community in their home country and the host community in which they are residing and working. In light of this, one could argue that the positive integration of SIEs into their host community could have a positive effect on their overall or general adaptation in Qatar.
Variables such as job attitudes and job alternatives were commonly viewed as the main reasons for employee retention and turnover (Hom & Griffeth, 1995; Griffeth, Hom & Gaertner, 2000 cited in Jiang, Liu, McKay, Lee & Mitchell, 2012: 1077). Conversely, Mitchell, Holtom, Lee, Sablynski and Erez (2001) cited in Jiang et al. (2012: 1077) proposed an alternative theory called job embeddedness. Job embeddeness aimed to explain the reasons why an employee may become fixed or embedded in a particular job role.
Mitchell et al. (2001: 1104) described job embeddedness as involving three dimensions, namely:
Link: employee’s connection to other people, teams etc.
Fit: employee perception of their fit in their job role, the organisation or the community.
Sacrifice: an employee’s perception of what they believe their sacrifice would be if they left their job role.
Mitchell et al. (2001) pointed out that empirical findings indicate that non-work factors were significant in strengthening employee job embeddedness. By way of illustration, many turnover models such as those of Price and Mueller (1981), Steers and Mowday (1981) and Mobley (1982) cited in Mitchell et al. (2001:1103)
included non-work factors such as family attachment and the conflict between work and family roles as important variables. Moreover, Cohen (1995) cited in Mitchell et al. (2001: 1103) described how non-work commitments such as family, extra mural activities and places of worship influenced job attitudes and embeddedness.
Regardless of the above, Ng and Feldman (2014: 72) highlighted that significantly less attention has been given to community embeddedness in comparison to organisational embeddedness. By way of illustration, embeddeness researchers have also excluded community embeddedness from their studies (Halbesleben & Wheeler, 2008; Sekiguchi et al., 2008; Hom et al., 2009; Ng & Feldman, 2009 cited in Ng & Feldman, 2014: 72).
Empirical research suggests that it is difficult to understand individuals’ careers without understanding how their lives outside of the workplace inform and influence their career decisions (Hansen, 2001; Voydanoff, 2001 & 2004; Lee et al., 2011 cited in Ng and Feldman, 2014:72). For the purpose of this study an overview of the three dimensions proposed by Mitchell et al. (2001) is provided, specifically in relation to the community dimension or embeddedness.
3.7.1 The link dimension
Mitchell et al. (2001: 1104) described the “link” dimension as the formal or informal connections between an individual and organisations or other people. Furthermore, they pointed out that embeddedness has several factors that link an expatriate employee and their family, both socially and psychologically, and to non-work variables such as friends, groups and the wider community. They further argued that a stronger amount of links between the person and these variables, the better they will be embedded into the job, organisation and host community.
Additionally, Mitchell et al. (2001: 1104) highlighted several studies by various researchers who found that pressure to remain in a job role stems from family, work and other colleagues (Prestholdt, Lane & Mathews, 1987; Maertz, Stevens, Campion & Fernandez, 1996). Furthermore, a study by Cohen (1995) cited in Mitchell et al. (2001: 1104) found that extra mural and religious activities are variables that can influence an expatriate’s commitment. In light of this, expatriates may have many links in the different aspects of their lives in their host community which result in stronger community and job embeddedness.
Conversely Zhang, Fried and Griffeth (2012: 225) argued that too many organisational links, such as the connections an expatriate employee has with colleagues and committees may result in overload and even conflicting requests from managers or colleagues. These requests could result in work stress and work-family role conflict which may then have a negative effect on the employee’s organisational attachment (Kim, Price, Mueller & Watson, 1996 cited in Zhang et al., 2012: 225).
Nonetheless, Zhang et al. (2012: 225) highlighted the importance of quality over quantity with regard to links. For instance, links for the purposes of information seeking or networking may have a neutral relationship with embeddedness because it may not be associated with expatriate retention. On the other hand, those that are developed for friendship networking and trust networking, may positively affect organisational attachment (Morrison, 2002 cited in Zhang et al. 2012: 225).
3.7.2 The fit dimension
Mitchell et al. (2001: 1104) defined “fit” as an expatriate’s comfort within an organisation and with their general environment, for example the work and cultural system found in Qatar. They argued that an expatriate’s personal values,
career aspirations and plans for the future must fit with the host company’s corporate culture, demands of the job role and the host community.
Mitchell et al. (2001: 1105) concluded that a person's fit with their job role and organisation relates to attachments to the host company. Furthermore, there are similar community dimensions of the fit dimension such as the weather, outdoor or indoor amenities, entertainment options and the cultural system of the host country.
In light of this study, the above information highlights the importance of a job preview during the recruitment phase and selecting the right candidate with regard to selection, socialisation and fit discussed earlier in this chapter (refer to Figure 3.8).
3.7.3 The sacrifice dimension
Mitchell et al. (2001: 1105) described the “sacrifice” dimension as the perceived cost of material or psychological benefits that may be relinquished by an employee leaving a job role or company. This includes variables such as their colleagues, interesting projects and perks.
Furthermore, Mitchell et al. (2001: 1105) argued that community sacrifices are considered an issue if an expatriate has to relocate. For example, moving from a community that is comfortable, safe and in which one has been socially accepted can be difficult for an expatriate. In addition, Mitchell et al. (2001: 1105) pointed out that perks that affect an expatriates personal life, such as maids for their children or company vehicle allowances may also be lost if the employee decides to leave a job role or company.
A synthesis of the discussion in this section suggests that a SIEs connection with other people, their perception of their fit in their job role, the organisation or their
community and their perception of what they believe they would sacrifice if they repatriated, may all have an effect on the degree of their integration into Qatar and the organisation. As such, it is critical that organisations in Qatar employ ongoing strategies to enhance their expatriate employee’s sense of community embeddedness. This in turn, will facilitate better integration of the SIE employee into the Qatari cultural system.
3.8 INTERVIEWS CONDUCTED WITH TEN MEMBERS OF THE