The effects of culture shock on foreign employees in the service industry
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The effects of culture shock on foreign employees in the service industry Hung‑Sheng Lai1 · Hsin‑Hui Hu2 · Zhang‑Yu‑Jing Chen1 Received: 24 September 2019 / Accepted: 20 June 2020 © Springer-Verlag GmbH Germany, part of Springer Nature 2020
Abstract This study explores the effects of culture shock on emotional labor, job satisfaction, and the turnover intentions of service employees. It further examines the moderating role of perceived managerial support on the relationships between culture shock, emotional labor, and job satisfaction. Questionnaires were distributed among foreign employees working in 36 hotels in Macao. The data that emerged from the 254 respondents were employed to test the research framework. Results suggest that culture shock has positive impacts emotional labor but negative impacts on job satisfaction. Moreover, the relationship between culture shock and foreign employee turnover intentions is mediated by emotional labor and job satisfaction. Perceived managerial support played a critical role in lessening culture shock’s effect on job satisfaction. Keywords Culture shock · Emotional labor · Job satisfaction · Turnover intention · Perceived managerial support
1 Introduction The global economy is dominated by the service industry, which is principally dependent on human resources. Increasingly, non-resident employees are playing an important role in service organizations, which necessitates competent cross-cultural * Hsin‑Hui Hu [email protected] Hung‑Sheng Lai [email protected] Zhang‑Yu‑Jing Chen [email protected] 1
Department of Restaurant, Hotel and Institutional Management, Fu Jen Catholic University, No. 510 Zhongzheng Rd., Xinzhuang Dist., New Taipei City, Taiwan
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Department of Hospitality Management, Ming Chuan University, 5 De‑Ming Rd., Gui‑Shan, Taoyuan County, Taiwan
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management. Understanding the cultural environment in which the service is provided can improve the abilities and work enthusiasm of employees and can eventually improve work performance (Gunkel et al. 2014; Jung and Yoon 2014, 2017; Serrie 1992; Wang et al. 2017). As the service industry continues to diversify in terms of cultural backgrounds, effectively applying human resource management is becoming more challenging (Watson et al. 2002). Yeşil (cited in Tutar et al. 2014) indicated that having employees from different cultural and demographic backgrounds work together under the same multinational roof can lead to positive employee contributions but can also cause a number of problems. Effectively managing cultural differences involves creating a work environment that encourages employees from different cultural backgrounds to maximize their potential in line with organizational goals. Multinational companies comprise a new type of organization which have arisen as a result of economic globalization and consequent adaptations to this trend (Tutar et al. 2014). Culture shock occurs when an individual leaves their own culture and becomes immersed in
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