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Purpose– The purpose of the paper is twofold – first, to explore the role of perceived organizational support (POS) during the three critical stages of the female expatriate experience, with a view to explaining the disproportionately low numbers of females in expatriate roles; and second, to offer specific suggestions to multi-national enterprises to help them create a level playing field so females can compete for expatriate assignments.Design/methodology/approach– The authors draw upon the theory of POS to explore how the perceived lack of support from their organization during the critical stages of expatriate assignments affects women's interest, and potentially their performance, in expatriate assignments. The authors develop and present relevant propositions.Findings– This is a conceptual paper that offers a process model of the impact of POS on the three stages of selection of females for expatriates.Research limitations/implications– From a theoretical perspective it is clear that POS can play an important role in the willingness of females to accept international assignments. Thus POS can be a critical determinant of the potential levels of female participation in expatriate assignments. Previously, scholars have argued that the low numbers of female expatriates may be a result of a lack of interest on their part, or because they may not be welcomed in many countries. However, subsequent theses have argued, and many studies have shown, that females can be equally successful. The proposed process model helps to better understand how organizations might dismantle the barriers faced by potential female expatriates, by addressing the key issues at each stage.Practical implications– Multinational enterprises need to ensure that they are drawing from their full pool of talent, if they are to compete effectively against other multinational enterprises. By paying attention to the suggestions, and adopting and executing the propositions, they will be able to avoid the possibility that their qualified female employees may withdraw from the organization if they believe that they are not likely to be considered for expatriate assignments, simply because of their gender, even though they are interested.Social implications– From a societal perspective, it is indeed critical that qualified females are provided the same opportunities that are made available to males. Given that roughly half the population is female, multi-national enterprises that fail to treat their female employees fairly will be seen as poor corporate citizens.Originality/value– This is the first paper to address the critical issue of low numbers of females on expatriate assignments by drawing upon the tenets of the theory of POS. The authors offer several propositions to help multinational enterprises understand the impact of the gender imbalance in expatriate assignments, and offer suggestions on how organizations might improve the participation of females in expatriate assignments.

1. Introduction: Spirituality and Organisation; Sushanta Kumar Mishra and Arup Varma -- Part I. The Evolution and Characteristics of Workplace Spirituality -- 2. Spirituality in Management: Towards Management by Higher Consciousness; Subhash Sharma -- 3. Adhyatma or Spirituality: Construct Definition and Elaboration Using Multiple Methods; Dharm Prakash Bhawuk -- 4. Constructing Workplace Spirituality in an Indian Context: A Study on Working Professionals; Jatin Pandey -- 5. Nonviolence Behaviour in the Workplace: Myth or Reality?; Ayatakshee Sarkar and Sasmita Palo -- Part II. Empirical Evidence of Workplace Spirituality -- 6. Finding Spirituality at Work through Employee Volunteerism; Devyani Mourya -- 7. Spirituality and an Online Satirical News Venture: The Case of Faking News; Animesh Bahadur and Kunal Kamal Kumar -- 8. Eudaimonia and Hedonia through Enrichment: Pathways to Happiness; Rajesh Premchandran and Pushpendra Priyadarshi -- Part III. Predictors of Workplace Spirituality -- 9. Spiritual Intelligence in the Gig Economy; Arti Sharma and Himanshu Sharma -- 10. Workplace Spirituality as a Predictor of Employee Engagement; Rupa Rathee and Vandana Sharma -- 11. Rethinking Management Education: Integrating Spiritual Values into Education as Envisaged by Swami Vivekananda; Moitreyee Paul -- Part IV. Critical Perspectives -- 12. Critical Perspectives on Corporate Mindfulness and Workplace Spirituality; Vivek Khanna and Prabhjot Dutta Khanna -- 13. Workplace Spirituality: An Agenda for Future Research; Arup Varma and Sushanta Kumar Mishra

Given the enormous economic and developmental changes being experienced by nations in the Asia-Pacific region, and the related movement of people between and across countries, it is critical that we better understand the HRM policies and practices of these nations. The latest instalment in the Global HRM series, Managing Human Resources in Asia-Pacific (2E) presents the HRM situations in a number of South-East Asian and Pacific Rim countries, highlighting the growth of the personnel and HR function, the dominant HRM system(s) in the area, the influence of different factors on HRM, an.

In response to the increasing interest in the growth and developments in the Indian economy, and the dynamic nature of the rapidly changing Indian business environment, this textbook is designed to provide a comprehensive guide to doing business in the.

PurposeThe purpose of this paper is to develop and present a conceptual model of expatriate–host country national (HCN) interaction that explains how organizations can help increase cooperation between expatriates and HCNs by facilitating interaction between expatriates and HCNs.Design/methodology/approachThe authors draw upon intergroup contact theory to develop a process model which describes the processes critical to "the effectiveness of the expatriate–HCN relationship," from both the expatriate and HCN perspectives.FindingsHCN–expatriate interactions are critical to the success of both expatriates and HCNs, but such interactions should not be left to chance – instead, organizations should intervene and facilitate conditions that foster such interactions, which can lead to better understanding and appreciation of each other. This would ensure that both expatriates and HCNs have a better understanding of the critical role played by the other party, and thus be willing to offer relevant and necessary support at the right time.Practical implicationsPrior research reveals that most expatriate–HCN interactions are left to the individuals themselves and are thus subject to stereotypes, misperceptions and even unfulfilled expectations. By intervening in this process, and providing relevant information about each other to both parties, organizations can facilitate higher quality interactions, help reduce or remove stereotypes and increase the chances that both parties receive required and relevant information on a timely basis from each other.Originality/valueThe authors specifically discuss how interpersonal expatriate–HCN interactions allow the two parties to become acquainted with each other, when the effects of such interactions can be strengthened, and what the resultant effects are in terms of expatriate–HCN relationships.

Considers the success of the Leader‐Member exchange (LMX) model tested over various populations. States that it has not been tested in the selection of employees for international assignments. Attempts to use this model to explain why females may not be selected or offered these roles. Concludes that initial results suggest that LMX quality may play a major role in international assignment selection and provides some implications for future research.