ISSN: 2222-6990
Open access
With the increasing number of expatriates in the Chinese construction industry, their job performance and the factors influencing it have garnered significant attention from scholars. Family support is considered one of the crucial factors affecting expatriate performance. This study investigates the impact of family support on expatriate performance in the context of separated families, focusing on three aspects: emotional support, communication support, and decision-making support. This approach differs significantly from previous Western studies that primarily examined support provided by accompanying family members. Based on social support theory, this study employs a quantitative research method and utilizes a snowball sampling technique, ultimately gathering data from 355 expatriates. The results, obtained through multilevel regression analysis, indicate that all types of family support have a significant positive impact on job performance. Among these, emotional support has the strongest impact, followed by communication support, and finally, decision-making support. These findings underscore the importance of comprehensive family support in enhancing the job performance of expatriates in the Chinese construction industry. Given the unique challenges faced by separated families, the study highlights the necessity for companies to develop and implement robust support policies. Recommendations include providing regular psychological counseling services, structured family reunion plans, and creating online support groups. This research also validates the practical application of social support theory, offering valuable insights for companies to enhance the well-being and job performance of their expatriate employees through targeted family support interventions.
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(Ying et al., 2024)
Ying, D., Anuar, M. A. M., & Zulkifly, N. A. (2024). Impact of Family Support on Job Performance among Chinese Expatriates: Insights from Separated Families. International Journal of Academic Research in Business and Social Sciences, 14(8), 2091–2105.
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