http://nova.newcastle.edu.au/vital/access/services/Feed ${session.getAttribute("locale")} 5 http://nova.newcastle.edu.au/vital/access/manager/Repository/uon:8592 Employee involvement is defined as any mechanism which provides for involvement in decisions affecting employees' jobs and immediate work environment, including formally designated teams, problem solving groups, attitude surveys, suggestion schemes, appraisal systems and meetings between managers and workers. 2011-08-10T06:10:06.636Z ]]> http://nova.newcastle.edu.au/vital/access/manager/Repository/uon:3092 The impact of the quality of adjustment opportunities and processes given to employees and managers prior to undertaking overseas assignments has been an important focus in the international human resource management literature in recent years. In particular, Parker and McEvoys’ proposed multi-dimensional inter-cultural adjustment model posits the notion that one set of variables at the individual level revolve around the acquisition of relevant managerial skills as antecedents to successful adjustment and consequently, effective individual managerial performance during an overseas assignment. A similar proposition is offered by Black, Mendenhall and Oddou in their expatriate adjustment model. Through recent discursive, conceptual and empirical analysis, the authors have developed a managerial competency (skill) framework that could assist in defining more clearly the relevant managerial skills relevant to successful adjustment. In particular, several exploratory factor analyses performed on perceptual data from a large set of managers from Germany, the US and Australia revealed a 6 factor solution derived from 91 managerial competency elements. The 91 competency elements were developed from an extensive review of the literature on this topic. This 6 factor framework has subsequently been evaluated and confirmed through confirmatory factor analysis procedures. Findings indicate that the competency elements and factors are generic in nature, although different emphases are placed on some of them in particular cultural settings. The generic managerial competency framework is presented, together with details on the discrimination of competency elements in particular cultural settings. Collectively, it is suggested that this framework could be used as a basis for clarifying existing intercultural adjustment models and processes, by more specifically defining the competency elements underpinning managerial performance at the international level. 2010-07-23T02:29:55.529Z ]]>