The purpose of our study was two-fold (1) to examine the role of employee outcomes on organisational outcomes and (2) to investigate the relationship between organisational outcomes and shared values to society among expatriates of two emerging Asian economies.
This study employed random sampling to select 574 expatriates (278 Indian respondents and 296 Thai respondents) working in India’s and Thailand’s food processing industry. We used a structured questionnaire to collect relevant data and assessed the data using structural equation modelling through Smart PLS (v.3.3.3).
The T-test results show that employee-organisational outcomes such as employee engagement, motivation, productivity, and job satisfaction significantly influence employee retention and profitability. Furthermore, the study showed that employee retention and profitability significantly impact shared values positively.
The study discusses that HR managers should deploy significant approaches to retain a talented workforce in their respective firms, considering their respective countries' socio-cultural and business environments. The business leaders of international operations need to understand and recognise differences in existing management practices and adopt tangible structural and procedural measures for enhancing shared values in their respective societies.
The study contributes in two ways. First, connecting organizational outcomes with societal shared values seeks to extend the CSV framework from a cross-cultural business perspective, drawing insight from the Social exchange theory. Second, it tries to shed light on effective expatriate management, which can drive business growth in emerging economies by creating and fostering shared values, thereby meeting both the ends of social well-being and business growth.
