Career Decisions of Taiwanese Female Expatriate Managers to China

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1 June 25, pp Career Decisions of Taiwanese Female Expatriate Managers to China 蔡錫濤 Shir-Tau Tsai 1 李瑪莉 Ma-Li Lee 2 摘要 外派工作一直以來都是以男性占大多數, 女性工作者因為結婚和生育之因素, 職涯發展易受影響, 往往只有少數婦女可以擔任管理職, 更別說能有機會升任外派的工作, 以往大多關注在西方人的外派經驗, 少數研究著重在亞洲女性外派的情境, 本文係探討影響台灣女性外派經理人接受外派任務至大陸之因素, 並欲了解此因素如何影響台灣女性經理人參與外派之決策 本研究採用質性研究方法, 對八位台灣女性外派經理人作深入訪談, 研究結果顯示, 自我成長 家庭責任 組織因素 偶然事件 負向因素為五大影響台灣女性外派經理人接受外派大陸任務的主要因子 ; 此五大因素各自對台灣女性外派經理人考慮接受外派大陸的任務有正負向的影響 關鍵字 : 女性外派經理人 職涯 Abstract The purpose of this research was to investigate the factors affecting Taiwanese female expatriate managers decision of taking international assignments to China and how these factors affecting their decisions of being relocated overseas. Qualitative research approach was adopted. Data collection was through semi-structured interviews with eight Taiwanese female expatriate managers. The results indicate that self-development, family responsibility, organizational factors, chance events, and negative factors were the five primary factors of receiving foreign assignments to China. Implications for organizations in Taiwan and suggestions for future studies are provided. Keywords: Female expatriate manager, Career. 1. Introduction Because of higher educational level in women and the increased job openings in service industry, female labor force participation rate has gradually ascended (Accounting and Statistics, Executive Yuan, 2011). However, there are some Taiwanese women who still remain at home or temporarily leave job to stay at home because of pregnancy or child rearing. According to the 1 國立臺灣師範大學國際人力資源發展所教授 2 國立臺灣師範大學國際人力資源發展所研究生 ( 聯絡地址 : 台北市和平東路一段 162 號, 聯絡電話 : , olivemilk@gmail.com)

2 Career Decisions of Taiwanese Female Expatriate Managers to China data from Accounting and Statistics, Executive Yuan, homemaking is the primary reason to explain why those women remained at home, from which we can learn that women s career is highly associated with marriage and child rearing. On the other hand, statistics also indicated that around half of Taiwanese agreed with the notion that men should be the breadwinner and women should be the homemaker (Accounting and Statistics, Executive Yuan, 2011). The figure of having this thought in Taiwan is relatively higher than that of the U.S. and Japan. As a result of the above two factors, it is possible that women s career development being influenced or interrupted. In 2010, the percentage of women in management position accounted for 1.95% compared to 5.94% for men in Taiwan (Accounting and Statistics, Executive Yuan, 2011). From a global perspective, female managers are also few in number compared to their male counterparts. The survey found that just 17 percent of international assignees were women (Brookfield Global Relocation Services, 2010). Generally speaking, being an international assignee is regarded as a symbol of outstanding employees because individuals usually have to reach certain position in the organization and have enough ability so that they can have chance to be relocated overseas. Consequently, women have slimmer chance to have international assignment in comparison to their male counterparts since few of them can achieve higher position in the firm. International business continues prospering, many expatriate are sent abroad to China to help management. Among the expatriates sent worldwide, it is clear that the male expatriate managers account for a greater proportion than female expatriate mangers (Adler, 1993). This phenomenon can also be seen from the gender imbalance in expatriates sent to china. What s more, this gender imbalance phenomenon in expatriates can also be seen from the sample in literature which studied expatriates. According to social role theory of gender stereotypes developed by Alice Eagly, it suggested that perception of sex differences can be magnified by the social roles played by male and female. Stereotypes of men as dominant by nature and women as subordinate or domestic by nature persist because the unequal distribution of men and women in higher-status positions in society. Men occupy higher-status positions in society. This division of labor makes men and women to behave in line with their social roles (Brehm, Kassin, & Fein, 2005). This could be a reason that limits the possibility of female reaching higher managerial status in a company. Not to mention having opportunity to be sending abroad as expatriates. In order to fully utilize existing women human resource on international assignment, there s a need to investigate what stop them from receiving an assignment overseas and what makes them to accept the assignment, so that the company can better make use of their female human resources. 2. Literature Review

3 Women traditionally played the leading role in taking care of domestic responsibilities, such as child care and household errand and they have inclined to give up their own jobs in order to follow their husband s career. This may explain why women have distinct career pattern from that of men, in which female individuals have different life experience and they are under different situations when establishing their careers (Mavin, 2001). Baruch (2004) reported in his paper that growth in service sector and technology advancement has lead to the restructuring of the labor market. These two components, on one hand, make e-sector thrive progressively and create a need for high-skilled employees. On the other hand, they bring about the gender diversity in labor market. Some of the position or occupation used to be male-dominated, now the position or occupation is no longer restricted to men. Apart from those two factors, emergence of boundary-less organizations also causes the changes in career systems in nature. Several literatures were investigating the critical success factors for women expatriates, particularly for western female managers. If the researchers can comprehend the positive or negative factors affecting the decision of women having international assignments, this can help women advance their achievements in the workplace. Also, the organization can attain its goal by utilizing their female human resources properly. Researchers in the past had examined the primary factors affecting the performance of women on global assignment along with key factors for women to have successfully completed an international assignment (Cascio & Caligiuri, 1998; Linehan & Scullion; 2001). These factors can generally be categorized into individual attributes, organizational support, family, and the host nationals with whom expatriates worked with. In addition, some researchers also indicated that the willingness to work overseas is another key factor for completing an international assignment successfully (Brett, Stroh & Reilly, 1993; Borstorff, Harris, Field & Giles, 1997). Feldman & Thomas (1992) had pointed out that an employee who s unwilling to take international assignment is likely to encounter difficulties in terms of adaptation in host country. Borstorff et al. (1997) reviewed the literature and found out that the factors affecting employees willingness to take international assignments could be divided into the following four categories: (1) employee personal characteristics; (2) employee job and relocation attitudes; (3) spouse characteristics and attitudes toward relocation; (4) organization relocation support activities. In this work, it was suggested that employees attitudes together with spouses attitudes toward moving internationally associated highly with employees willingness to take foreign assignment. Other researchers had also investigated widely about expatriates regarding their willingness and aspirations in international assignments. For example, Chew and Zhu (2002) have discussed the impact of family, career, culture and host country factors, and

4 Career Decisions of Taiwanese Female Expatriate Managers to China personal entrepreneurial characteristics on managers international aspirations and willingness to international assignments. The results revealed that a family concern is a critical factor in employees willingness to take foreign assignments. Additionally, compared to developing countries, expatriates were more willing to be assigned to developed countries. Tiang, Hui, and Wan (2003) also had done extensive work with determinants affecting employees to take foreign assignments. Results in the study reflected that with the presence of schooling children at home employees were less likely to accept foreign assignments no matter the host country culture is similar or dissimilar to the home country. Besides, researchers found out that company relocation policy could predict employees willingness to take international assignments. Most of the previous studies on woman expatriates was conducted under western context, or studied women as trailing spouse, or focused on western female assignees. Less of our knowledge of foreign assignments comes from women expatriates, particularly from Asian women expatriates. Therefore, the purpose of this study was to explore the factors affecting the decision of Taiwanese female expatriate mangers to accept the international assignments to China and how this factors influence their decision. 3. Methodology The study was designed to answer the questions about what are the factors and how these factors affecting Taiwanese female expatriate managers decision to be assigned to China? Patton (2002) suggested that if the research focuses on studying the process and development of certain participants in detail or because detailed information about certain groups of people is needed, qualitative methods would be a proper choice. Since the researcher in this study sought to gain an in-depth understanding of Taiwanese female expatriate managers experience about accepting international assignment in china and also the factors affecting their decision of being assigned, qualitative research approach was employed. To achieve this goal, semi-structured interviews with literature derived questions were applied. Two main sections-background of participants, and determinants of accepting international assignment to China- were included in the interview. The interviews were scheduled at participants convenience, and were held over a period of eight days from early March to late April. Responses were mp3 recorded (except one refused to be recorded) and later coded for analysis. 3.1 Subjects The participants gathered from snowball sampling in this study were eight Taiwanese female expatriate managers to China. These interviewees were chosen because we intended to study female expatriate s experience in Asian context, especially Taiwanese female expatriate in china. The sample included Taiwanese women expatriate managers who were assigned to China

5 and the period of assignment ranged from at least one year to ten years. Four participants were financial managers; two were assistant managers; one was sales manager; and one was general manager. See Table 1for an overview of interviewees background information. Table 1. An overview of interviewees background information Code name Marital status Position Assigned period (year) A married with 2 children financial manager 1 B single financial assistant manager 1 C married with 2 children general manager 8 D single financial manager 4 E single financial section manager 1 F married with 2 children assistant manager 9 G single assistant manager 10 H single business manager Instrument In a qualitative study the researcher himself or herself is regarded as the instrument for collecting data (Mertens, 2005). While the researchers were conducting the interviews, the interview guide was utilized. The interview guide in this research consisted of two sections, the first of which was intended to elicit demographic information on the participants. The second section focused on the factors affecting their decisions of being relocated to China and how these factors influencing their career moves. 3.3 Data collection and analysis Data collection took place between early March and late April. Because of geographic constraint, researchers couldn t interview some of the expatriates who were in China at the moment. Therefore, Skype were utilized and phone calls were made to do some of the interviews. During the analysis, interviews were transcribed, coded, and categorized. The codes were given to each meaningful unit. Then, researchers examined through every code to compare the similarities. Furthermore, we also identified similar phrases and grouped them into categories (themes). After main themes emerged, the researchers in this study had a peer member to check the results to see if the findings are reasonable and consistent with her analysis. In the following, the results are represented more completely under each heading. 3.4 Validity

6 Career Decisions of Taiwanese Female Expatriate Managers to China In order to increase the validity of this study, peer debriefing and member checks were implemented. For one thing, during the research process, the researcher had discussed the framework of the study, research questions, interview content, analysis, research findings, as well as discussion with disinterested peer along with professor who is an expert in human resource development. For another thing, while the interviews were conducted, the researcher had verified with the respondents about what had been said and clarified participants perspectives for the purpose of accurately reflecting interviewees point of view. What s more, the interview was guiding by the literature and fully discussed with professors and peers so that the researcher can elicit accurate information. Lastly, researcher had tried to approach as many as Taiwanese female expatriate managers to gather substantial data for the study. 4. Findings In an effort to investigate the key factors of women expatriate mangers decision to be relocated in China, eight female managers were interviewed. After analyzing the data, factors affecting the decision of women expatriate managers to be assigned to China emerged. These determinants can be categorized into five themes which consisted of self-development, family responsibility, organizational factors, chance event, and negative factors. Also, how these factors affecting Taiwanese female expatriate managers to take the assignment to china is presented. 4.1 Self-development Some of the women expatriates assigned to China had intention to fulfill their potential and they were willing to take challenges. So, when there came a chance of being relocated overseas, they would take advantage of this opportunity to explore every possibility and wished to learn some experience on the job in china. Besides, personal intention played an important role as well. For single female expatriate managers, if they want to be assigned to the subsidiaries in China, even though there s some objection raised from their parents, they would still take on this responsibility. As one respondent stated: Some of them [family members] were in favor of my decision to go but some were not. Even though this being the case, I think my personal intention to go is much more important. So, I just went [to China] since I wanted to. Other respondent also reported that because the market in China is thriving, and the prospect of its market is brightening. So, it was a good challenge and it was good for me to have this opportunity and learn more about China. For married female managers, two of them showed that once they had intention to take the assignment to China partly for the purpose of learning more at work and broadening their horizons, they would fully communicate with their family members and tried to get the support from them

7 4.2 Family responsibility As a married woman with children, their decision of being assigned to China had relation to do with their children. These women expatriate did not bring the family with them to China. Therefore, they worried about if there is someone who can look after her children once she is away from Taiwan. At this point husband always played an important role in taking care of the children. On the other hand, they were concerned about if their children can be independent enough to take good care of themselves, so that these female expatriate managers can work overseas without worrying too much about their children. As one of the married expatriate manager noted: At that time they [children] were above twenty-years old already and they were independent yes, I don t have to worry about them. Another expatriate manager also highlighted this issue. Seven years ago when I came to China, my older child was in her third year of high school. As for my son, he was in the third year of middle school. So, practically speaking, we were struggling. Because one of them was going to have university entrance exam and the other one was going to have high school entrance exam. Besides, we had communicated about this foreign assignment for a long time. My husband at that time was in Taiwan.actually we just needed to be away from each other for four years, so we had fully communicated. Then, he took the role of taking care of the family. And because of this [fully communication], I could go to China without worries. 4.3 Organizational factors Other than personal and family factors, organizational factors, such as organizational policy and colleague encouragement, also had impact on whether female employees took international assignment to China. However, the similar business operation mode in China which should be highlighted for explaining women employees action of taking assignment to China. The following statement made by one of the expatriate managers was probably the most typical. Company at that time was establishing a new BB department there. I was engaged in this [BB] business, this BB department. I was in charge of this [BB] department in Taiwan. So, when they set up that [BB] department in China, they just sent me there. As another female expatriate manager noted that: Let me put it this way. At that time there was an expatriate opening. I was considering

8 Career Decisions of Taiwanese Female Expatriate Managers to China taking the assignment, so I started to learn more about the company policies in terms of expatriate. After that, I decided to go [to China]. In her case, a complete and established company policy regarding expatriate is important, because she made up her mind to take the assignment after she checked that the company had a complete policy for expatriates. Therefore, owing to this well-established policy, this female expatriate manager can rest assured that company would take care of her while she was abroad in China. 4.4 Chance event Some of the interviewees reported that this international assignment to China is a chance event. The chance came and they just took this opportunity. They didn t expect that they would ever have this opportunity to have international assignment and help management in China. As an expatriate noted: They [family members] were not opposed. I just followed this chance. Before I went, I didn t expect that I have this chance to go to china, to Shanghai. The other expatriate manager also stated that I just have this chance. However, this chance event would not make these women employees accept or turn down the assignment. It was just a source of being assigned abroad. The real action of taking the assignment depended on individuals intention of working abroad in china. Both of the female expatriates in this study, reporting that they just had this assignment chance, took the assignment as a result of having intention to go. 4.5 Negative factors Taiwanese female expatriates had decided to be assigned to china partly as a result of negative factors. The women expatriate managers in this study worried about that if she had refused to be relocated, she might lose the job. Additionally, she was also afraid that the company would think this employee did not have loyalty to the company. Therefore, she had no choice but to accept the assignment to China. As one of the interviewees reported: Because at that time I was thinking that if I don t go, this means that I don t show enough loyalty to the company.because the firm asked you to go, there are two concerns. For one thing, if I don t take this international assignment [to China], I might lose the job. Because the company may have bad impression on you, you might lose job! As another expatriate noted: I was not willing to [be relocated in China] but there s no other way

9 The worry of losing job made the Taiwanese female expatriate managers in this study have to take the international assignment to China with reluctance. Instead of taking the assignment out of self-interest, this unwillingness could possibly lower the aspiration at work in china. 5. Discussions and Conclusions To conclude, this study is a preliminary research on the factors affecting Taiwanese female expatriate managers decision to be assigned overseas in China. A major finding is that Taiwanese women expatriate mangers decisions to be relocated in China were influenced by the following five main categorical components: self-development, family responsibility, organizational factors, chance event, and negative factors. The results indicate that Taiwanese female expatriate managers received the foreign assignment to China partly because of pursuing personal growth by taking foreign assignment challenges. For single expatriate managers, this kind of strong resolution to gain self-growth through foreign assignment in China were less likely to be influenced by the attitudes of their parents. However, as a married expatriate with schooling children. Concerns for their children became a critical factor in their decision of being relocated. This finding is consistent with the empirical study that presence with schooling children would influence employees decision to take foreign assignment (e.g. Tiang et al, 2003). Apart from the influence of family concerns, organization-related factors also accounted for taking foreign assignment to China. For example, organization policy in terms of expatriation regulations and support from colleagues. Additionally, when parent company in Taiwan started a business in China, women expatriate managers were sent there as a result of the experiences they had in carrying out the similar operation in Taiwan before. Instead of being assigned because of having similar experience before, some also reported this assignment to China is just a matter of a chance event. This finding can be explained by previous studies. Betsworth and Hanson (1996) suggested that chance events were studied to have impact on career decision making. Bright, Pryor, and Harpham (2005) also pointed out in their study that 69.1% of their sample reported that chance events influence their career decision making. To our amazement is the finding concerning negative factor, Taiwanese female expatriate managers took the assignment in China because they were worried if they didn t take the assignment they may lose job. Even though they showed some reluctance to be reassigned but they still had to go. A possible explanation for this to happen might be that these female employees were sending to China, which is a developing country when they were being assigned and also maybe because they have no social network there. Therefore, these employees even have reluctance to be relocated to China, under the pressure of losing job they had no choice but took the assignment. The present findings contribute to add to existing literature concerning female expatriates, especially for Taiwanese female expatriate to China. Limited studies regarding the influential

10 Career Decisions of Taiwanese Female Expatriate Managers to China factors in affecting Asian female expatriates were conducted. Since we had learned those primary factors of accepting the assignment to China and how these factors affected the decision of women expatriates to take the foreign assignment, parent company in Taiwan should take those factors into consideration so that they can help eliminate the worries among their employees. For example, if employees refuse to take assignment as a result of unclear expatriation policy within the company, they should make up this drawback by adding instructions and regulations in detail. Besides, negative factors found in this study in affecting their career moves to foreign assignment needs to be paid more attention because research had already indicated the unwillingness of being assigned overseas may lead to adaptation difficulties. Despite this research has its own advantages, it does have some limitations. First of all, with the difficulties of getting more female participants, the information provided may not represent the complete story about female expatriates being sent to subsidiaries in China. Besides, since this study focused on China as assignment destination. The results may not generalize to other host countries. Future studies can examine if female expatriates from other Asian countries have same affecting factors of accepting foreign assignment to china as they were in this study. In addition, researchers can investigate if negative factors only exist under the context of Taiwanese expatriates assigning to China. Reference Accounting and Statistics, Executive Yuan. (2011), Gender statistical analysis on human resources survey, Retrieved from Accounting and Statistics, Executive Yuan. (2011), The rising of female workforce, Retrieved from Adler, N. J. (1993), Women managers in a global economy, HR Magazine, Vol.38, No.9, pp Baruch, Y. (2004), Transforming careers: from linear to multidirectional career paths- Organizational and individual perspectives, Career Development International, Vol. 9, No. 1, pp Betsworth, D. G., and Hanson, J. C. (1996), The categorization of serendipitous career development events, Journal of Career Assessment, Vol.4, No.1, pp Borstorff, P. C., Harris, S. G.., Field, H.S., and Giles, W.F. (1997), Who ll go? A review of factors associated with employee willingness to work overseas, Human Resource Planning, Vol.20, No.3, pp Brehm, S. S., Kassin, S., and Fein, S. (2005), Stereotypes, prejudice, and discrimination. In Hildebrand, L., & Greiner, B (6 Eds.), Social psychology (162). Location: Charles Hartford. Brett, J. M., Stroh, L. K., and Reilly, A. H. (1993), Pulling up roots in the 1990 s: who's willing to relocate? Journal of Organizational Behavior, Vol.14, pp

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