I would like to get help on some parts of my dissertation on the title: “ THE STUDY OF CROSS-CULTURAL ADJUSTMENT OF JAPANESE EXPATRIATES IN MALAYSIA” . Please write a literature review on:...

Running Head: LITERATURE REVIEW        1
LITERATURE REVIEW                                    9
THE STUDY OF CROSS-CULTURAL ADJUSTMENT OF JAPANESE EXPATRIATES IN MALAYSIA
A LITERATURE REVIEW ON INTERPERSONAL RELATIONSHIPS BETWEEN EXPATRIATES AND HOST COUNTRY NATIONALS (HCN)
Table of Contents
Introduction    3
Literature Review    3
Impact of HCNs Attitude on Expatriate Employees at Cross Cultural Workplaces    3
Difference between Organisational Expatriates and Self-Initiated Expatriates    4
Interpersonal Relationship between Japanese and Host Country Nationals    4
Leadership Styles    5
Leadership Style for Managing Cross Cultural Atmosphere for Leaders    5
Leadership Style of Japanese Expatriate Managers    5
Emotional Well-Being    6
Impact of Cross Cultural Adjustment on the Emotional Wellbeing of Expatriates    6
Impact of Cross-Cultural Adjustment of Expatriates on Self Esteem and Emotional Well-Being    6
Summary    7
Bibliography    8
Introduction
    Based on choice, adverse circumstances developing from political, cultural and racial issues, expatriates settle in foreign countries and culture, which requires extensive adjustment and adaptation. Considering the fact that local culture offers different values and ethical standards, expatriates face issues with adjusting in workplace and in social life, which requires proper assessment of related aspects variables direct associated with the current discussion topic.
Literature Review
Impact of HCNs Attitude on Expatriate Employees at Cross Cultural Workplaces
    Findings proposed that interpersonal affects play an important role in analysing individuals’ attitudes and behaviours in organisations (Forgas & George, 2001)[footnoteRef:1], for instance, organisational citizenship behaviours (Williams & Shiaw, 1999)[footnoteRef:2]. Shen and Jiang (2015) proposed that HCNs’ prejudice against women was negatively associated to female expatriate performance, and that perceived organisational support and family issues moderated this relationship (as cited in Kang & Shen, 2017). [1: Forgas, J. P., & George, J. M. (2001). Affective influences on judgments and behavior in organizations: An information processing perspective. Organizational behavior and human decision processes, 86(1), 3-34.] [2: Williams, S., & Shiaw, W. T. (1999). Mood and organizational citizenship behavior: The effects of positive affect on employee organizational citizenship behavior intentions. The Journal of Psychology, 133(6), 656-668.]
The degree and the nature of the comfort experienced by expatriate employees at workplace, depend on the Host Country Nationals (HCN) retained workplace culture in existence. The HCN, having most of the managerial power and forming the majority of the workforce can easily safeguard or disrupt the motivational levels of expatriate employees[footnoteRef:3]. In organisations where there is an inclusive multicultural, attained by the HCN is formulated, expatriate employees perform better in comparison to those workplaces, which has a very culturally and racially biased work culture. In an inclusive workplace expatriate employees are not ridiculed for their origin or negative comments are not passed on their origin countries, which makes the highly dedicated towards workplace and makes them mentally satisfied[footnoteRef:4]. [3: Tsegaye, W. K., Su, Q., & Ouyang, Z. (2019). Cognitive adjustment and psychological capital influences on expatriate workers’ job performance: An Ethiopian study. Journal of Psychology in Africa, 29(1), 1-6.] [4: Guttormsen, D. S., Francesco, A. M., & Chapman, M. K. (2018). Revisiting the expatriate failure concept: A qualitative study of Scandinavian expatriates in Hong Kong. Scandinavian Journal of Management, 34(2), 117-128]
Difference between Organisational Expatriates and Self-Initiated Expatriates
    The organisational expatriates are people, who, under the direction of their respective organisations visit foreign lands in order to do their job and retain their occupation, often for long-term and as a part of business expansion[footnoteRef:5]. The organisational expatriates do not have the choice to consider the offer by their organisations; instead, they receive the orders of moving into another country by the organisational management, often as a part of better job performance and inclusion in better and superior departments of...