High involvement work system, work-family conflict, and expatriate performance - examining Taiwanese expatriates in China

Hsi An Shih, Yun Hwa Chiang, Chu Chun Hsu

Research output: Contribution to journalArticlepeer-review

46 Citations (Scopus)

Abstract

This study explores the effects of multinational companies (MNC) implementation of a high involvement work system (HIWS) for their expatriates on both expatriate work-family conflict (WFC) and their performance. We surveyed 174 Taiwanese expatriates stationed in China. Data were collected on: (1) perceived human resource management (HRM) practices concerning 'high involvement work system'; (2) perceived work-family conflict; (3) job satisfaction; and (4) supervisor ratings of expatriate job performance. Structural modeling techniques helped us examine in one model the interdependent relationships among high involvement work system, work-family conflict, and expatriate performance in their host country. Our results show that a high involvement work system is positively related to expatriate satisfaction and performance. However, a high involvement work system is also positively related to expatriate work-family conflict, which in turn is negatively related to expatriate satisfaction and performance. Our findings remind managers that a high involvement work system may produce multiple effects on various dimensions of employee work life, and not all of these effects may be positive.

Original languageEnglish
Pages (from-to)2013-2030
Number of pages18
JournalInternational Journal of Human Resource Management
Volume21
Issue number11
DOIs
Publication statusPublished - 2010

All Science Journal Classification (ASJC) codes

  • Strategy and Management
  • Organizational Behavior and Human Resource Management
  • Management of Technology and Innovation

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