Motivational cultural intelligence and well-being in cross-cultural workplaces: a study of migrant workers in Taiwan
| DOI | https://doi.org/10.1108/ER-01-2021-0026 |
| Published date | 10 February 2023 |
| Date | 10 February 2023 |
| Pages | 743-761 |
| Subject Matter | HR & organizational behaviour,Industrial/labour relations,Employment law |
| Author | Conna Yang |
Motivational cultural intelligence
and well-being in cross-cultural
workplaces: a study of migrant
workers in Taiwan
Conna Yang
Ming Chuan University, Taipei, Taiwan
Abstract
Purpose –This study sought to advance understandings of migrant worker labor outcomes by examining
(1) the relationship between migrant employees’motivational cultural intelligence (CQ) and employee well-
being and (2) whether voice behavior at work mediates this relationship.
Design/methodology/approach –Working with leader–member exchange (LMX) theory and conservation
of resources theory, the author proposed a multiple mediation model to explain the relationship between
motivational CQ and employee outcomes and how employee voice may mediate this relationship. LMX and
voice behavior were tested for the mediating effects in a cross-cultural context. To test the model, a
questionnaire was conducted with Vietnamese migrants working in Taiwan (343 valid responses were
collected). The results were analyzed using regression and bootstrapping.
Findings –Higher motivational CQ was associated with higher levels of work engagement and lower levels of
job burnout. Strong employee voice mediated this relationship: high motivational CQ enabled workers to learn
cultural nuances that helped them speak up in appropriate ways (in part by building strong relationships with
leaders), which positively influenced work engagement and job burnout.
Originality/value –This study is one of the first to clarify and contribute to the research domain of cross-
cultural management and motivational CQ among Vietnamese migrant workers living in Asian cultures. Past
studies regarding CQ have seldom studied Southeast Asian migrant workers and the impact of motivational
CQ on job burnout and work engagement. This study fills this gap and provides empirical evidence that may
prove helpful for international human resources and organizational leaders.
Keywords Cultural intelligence (CQ), Motivational cultural intelligence, Work engagement, Job burnout,
Leader–member exchange (LMX), Cross-cultural management
Paper type Research paper
1. Introduction
Since the 1950s, increased recruitment of and reliance on migrant laborers has become a new
pattern (Kemp et al., 2000), leadingto greater numbersof migrant workers in Taiwanand many
other nations. Migrant workers are a critical source of human labor that compensates for
domesticlabor shortages,which often resultfrom low numbers of working-age individualsin a
population or a lack of willingness amongcitizens of the hosting nation toperform certain jobs
(Debrah, 2002). While migrant workers seek new futures, their journeys are not without
obstacles and threats. Despite the contributions migrant workers make to organizations, they
remain vulnerable; for example, they frequently encounter barriers to resources (Fan, 2021)and
racial discrimination (Di Napoli et al., 2021). They are also more likely than nonmigrant workers
to experience stressors, such as low control over their work or poor job security (Daly et al.,2018).
Motivational
cultural
intelligence
and well-being
743
The author greatly appreciates the suggestions and feedback on this paper that she has received from
the two anonymous reviewers and editor in chief, Dr. Dennis Nickson. The author would also like to
thank Mr. Jimmy Liang and Dr. Hsian-Ming Liu for their support and assistance on this paper.
Funding: This work was supported by the Ministry of Science and Technology (MOST; Grant
Number: 105-2410-H-130-058-SS2).
The current issue and full text archive of this journal is available on Emerald Insight at:
https://www.emerald.com/insight/0142-5455.htm
Received 18 January 2021
Revised 27 February 2022
25 July 2022
26 November 2022
4 January 2023
Accepted 19 January 2023
Employee Relations: The
International Journal
Vol. 45 No. 3, 2023
pp. 743-761
© Emerald Publishing Limited
0142-5455
DOI 10.1108/ER-01-2021-0026
This study sought to advance the existing understandingof migrant workers’well-being in the
workplace with a focus on low-skilled Vietnamese workers in Taiwan, where manufacturing
factories rely heavily on international labor for staffing. Specifically, this study focused on
motivational cultural intelligence and its relevance in advancing migrant worker well-being. First
proposed by Earley and Ang (2003), the scholars conceptualized cultural intelligence (CQ) as a
multifactor concept comprising four dimensions. CQ is described as an individual’s ability to act
effectively across different cultural situations (Ang et al., 2006). Meanwhile, “motivational”CQ is
one of the four factors of CQ, according to Ang et al. (2007)’s conceptualization; specifically, those
with a high motivational CQ are known to have behavioral flexibility (Rockstuhl and Van Dyne,
2018) in cross-cultural settings due to their intrinsic interest and confidence in investing energy to
learn and function across cultures (Ang et al., 2007;Schlaegel et al., 2021). Notably, CQ more
generally is a critical element for determining migrant workers’well-being,including how well they
are able to survive in a different culture. Scholars have found that CQ helps migrants workingin
culturally diverse environments to act in a more culturally appropriate manner; for example, CQ
can help them feel more comfortable voicing their opinions and thoughts (Jiang et al., 2018).
According to relevant studies, CQ is a multidimensional construct comprising metacognition,
cognition, motivational and behavioral intelligence (Ang and Van Dyne, 2008;Ang et al.,2007),
with each dimension having a specific functioning in cross-cultural settings. Metacognitive CQ
focuses on the higher-order cognitive processing and refers to the way in which individuals
process and gain cultural knowledge (Le et al., 2020). Cognitive CQ is directed at learning the
norms and practices of a certain culture (Ang et al., 2007), including understandingthe cultural
variations of legal systems, social systems and norms. Motivational CQ reflects an individual’s
capability to focus and direct one’s attention and energy toward learning and functioning in
different cultural settings (Ang et al., 2007). The fourth dimension of CQ, behavioral CQ, reflects
theappropriatenessof the verbaland nonverbal behaviorof an individualwhen interacting with
others. Taken together, these four dimensions of CQ reflect different dimensions of an
individual’s overall capability to function in a cross-cultural setting.
The present study is particularly interested in migrant workers’voice behavior in the
workplace. Employee voice, a proactive behavior, is central to organizational success in
today’s increasingly culturally diverse environments (Jiang et al., 2018). Building upon the
study of motivational CQ by Jiang et al. (2018), this study aimed to extend research on migrant
workers’motivational CQ and voice behavior by including additional outcome variables –
namely, job burnout and work engagement –as factors related to well-being.
Studies have shown that motivational CQ is the most prominent predictor of employee
outcomes. For instance, Lam et al. (2022) found that motivational CQ was the highest
predictor of employee satisfaction and, moreover, that motivation was the most important
dimension of CQ for developing strong cross-cultural knowledge, which translated into
positive customer feedback. Presbitero (2017) advised that multicultural workplaces should
promote motivational CQ because it encourages individuals to persist in overcoming
challenges. Drawing upon leader–member exchange (LMX) theory, we reasoned that the
quality of the relationship between migrant workers and their supervisors may be an
important factor bridging CQ and voice behavior, which in turn promote employee well-
being. Uncovering how CQ influences LMX, employee voice behavior and work outcomes can
offer insights into the relationship between CQ and employee work outcomes that may be
useful for managers and practitioners in cross-cultural workplaces.
2. Literature review and hypothesis development
2.1 Burnout and engagement
The concept of “burnout”was first used by Freudenberger (1986) to refer to exhaustion in the
workplace. Burnout is a common condition at work where individuals may feel a lack of control
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