Journal of IMS Group

Jeevan Jyoti ¹, Sumeet Kour ¹, Sonia Bhau ¹

Affiliations
1 Department of Commerce, University of Jammu, Jammu, IN

Abstract

Globalisation has made business a challenging proposition. Further, it has led to multicultural organisations where, people belonging to different cultures work under one roof. To manage diverse workforce, organisations need a new generation of managers, who are culturally sensitive. In this context, cultural intelligence is a tool, which increases the manager's ability to effectively interact with people belonging to other cultures. The purpose of this paper is to analyse the impact of cultural intelligence on job performance and explore the role played by cross-cultural adaptability. The data for the study have been collected from 342 managers of Nationalised banks in JandK (India). Exploratory factor analysis and confirmatory factor analysis have been conducted to explore and validate the factors of different constructs. Hypotheses have been tested through structural equation modeling. The study reveals that cultural intelligence significantly affects job performance and cross-cultural adaptability mediates the relationship between cultural intelligence and job performance. Implications and limitations of the study have also been discussed.

Keywords

Cultural Intelligence, Cross Cultural Adaptability, Job Performance and Indian Culture.

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Jeevan Jyoti ¹, Roomi Rani , Rupali Gandotra ²

Affiliations
1 Commerce Department, University of Jammu, Jammu, IN
2 J&K, IN

Abstract

Rapid changes in globalization, privatization/deregulation, competition, and technological advances, human resources (HR) and other management practices, organizations shifted their mind set towards high performance HRM practices. Now, these practices are become as internally consistent set of policies and strategies, which contributes to the achievement of business objectives. Hence, present paper explored all major high performance HR practices. Further, it also explored the impact of high performance HR practices on intention to leave and emotional exhaustion. The conceptual models has been checked through SEM. Results revealed that high performance HR practices have significant but, negative impact on emotional exhaustion and intention to leave. Further, theoretical, managerial and financial implications and future research also stand discussed.

Keywords

High Performance HR Practices, Intention to Leave, Emotional Exhaustion.

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