Daniel L. Morrell

Past Experience, Cultural Intelligence, and Satisfaction With International Business Studies

Despite significant increases in international business education, and cultural competence in particular, in U.S. classrooms we still know relatively little about the roles of specific cultural intelligence dimensions relative to how students affectively respond to such education. This article examines the relationship between prior international experience, cultural intelligence, and satisfaction with international business studies in U.S. college students. Using path analysis, our data indicate that prior international experience relates positively to all dimensions of cultural intelligence and that only metacognitive cultural intelligence and motivational cultural intelligence relate to increased satisfaction with the study of international business.

Employee Perceptions and the Motivation of Nonmonetary Incentives

Nonmonetary incentive programs have been gaining notice recently because of the current economic downturn and the lack of financial resources necessary to support traditional monetary incentive programs. Nonmonetary incentive programs not only benefit employers through lower costs but also benefit employees by increasing their intrinsic motivation toward the job. However, how such programs are received by employees may vary greatly depending on employee perceptions related to internal and external pay equity, organizational justice, perceived managerial discretion and perceived organizational hardship. Compensation managers need to address these perceptions head-on to increase the success of nonmonetary incentives.

The portability of career‐long work experience

Purpose – The aims of this paper are to expand understanding on the portability of work experience and to understand how an employees level of propensity to trust interplays with perceived value of previous career‐long work experience to affect on‐the‐job performance.Design/methodology/approach – A sample of 127 new employees of three newly opened locations of a national full‐service restaurant chain were surveyed during the orientation phase of their jobs. This was followed up three‐four weeks later by job performance ratings from supervisors.Findings – The higher the perceived value of previous work experience the stronger the relationship between industry work experience and job performance. Also, the higher the perceived value of previous work experience the weaker the relationship between propensity to trust and job performance.Research limitations/implications – Because this study concentrated on a single firm in a single industry, generalizability to other industries may suffer.Practical implicati...

Service excellence in the light of cultural diversity: the impact of metacognitive cultural intelligence

Purpose The purpose of this paper is to understand when, how, and why service employees adapt the service encounter to meet the values and expectations of culturally disparate customers. Design/methodology/approach The authors tested the hypothesized framework utilizing a scenario-based experimental study. In total, a sample of 296 prospective restaurant service employees were asked to evaluate their willingness to adapt their behavior when faced with cultural differences as well as out group status. Furthermore, respondents were asked to assess their level of metacognitive cultural intelligence. Findings The authors found that both perceived cultural differences and out group status positively affect the service employee’s willingness to adapt their behavior. Further, cultural intelligence (CQ) positively moderates one of those two direct relationships. Originality/value The authors extend the literature on the service-adjustment process, as well as the managerial implications of service adjustment. The study is among the first to introduce the role of the service employees’ CQ in adaptation to an intercultural service encounter.

Employee Entitlement and Proactive Work Behaviors The Moderating Effects of Narcissism and Organizational Identification

Organizations are concerned that the newest generation of workers believe they are entitled to positive organizational outcomes, regardless of their level of effort. To better understand employee entitlement and organizational outcomes, we tested whether entitlement was directly related to the proactive work behaviors of voice and taking charge. We also examined whether narcissism and organizational identification moderated these relationships. Results suggest that entitlement is not directly related to either of the proactive work behaviors examined. However, support was found for a model where narcissism moderated the relationship between entitlement and taking charge behaviors. Low narcissism employees are less likely to exhibit taking charge behaviors when they report low levels of entitlement. When employees are high in narcissism, low entitlement employees are actually more likely to take charge than employees high in entitlement. Organizational identification was also found to moderate the relationship between entitlement and voice as well as between entitlement and taking charge. Highly entitled individuals will engage in more voice and taking charge when they demonstrate high levels of organizational identification. Implications for research and practice are discussed.