International Journal of Engineering and Advanced Technology (IJEAT) ISSN: 2249 – 8958, Volume-8 Issue-5C, May 2019 617 Published By: Blue Eyes Intelligence Engineering & Sciences Publication Retrieval Number:E10880585C19/2019©BEIESP DOI: 10.35940/ijeat.E1088.0585C19 ABSTRACT--- Emotional intelligence and social competencies are a few constructs that predict the cultural adjustment of expatriates. There is a dearth of studies that explored the impact of emotional intelligence and social competencies on the cultural adjustment of expatriates in Malaysia. Hence, this study focusses on the relationship between emotional intelligence and social competencies on cultural adjustment of expatriates. Additionally, the mediation role of self-motivation was examined. This quantitative study used a cross-sectional survey to collect primary data. Random sampling was used to collect data from a sample of 301 expatriates. Questionnaires were sent either by hand or electronically. This study used PLS SEM to estimate the model. The results pointed out that emotional intelligence and social competencies are essential predictors of cultural adjustment. The results also revealed the mediating role of self-motivation. The findings added to the current body of knowledge and presented new insights into the contribution of emotional intelligence and social competencies towards cultural adjustment of expatriates. Based on the findings, organizations and HR managers involved in managing expatriates for global assignment can implement policies and processes to select and prepare the right expatriates for global assignments. Keywords: Emotional intelligence, social competency, self- motivation, cultural adjustment, expatriates . I. INTRODUCTION As a result of globalization, more and more organizations are running on global functional models and global mobility plays a key role in solving the labor availability conundrum [1]. As stated in the in the survey by PWC [1], the importance of having the right talent is the most critical factor for business growth. A survey by PWC [1] stated that due to the changes in the global environment, multinationals need to identify, recruit and retain talent globally. The Global Mobility Trends survey by BGRS [2] also stated that the HR function of equipping their MNCs and preparing their expatriates is more critical and challenging nowadays. The report by BRGS [2] further stressed that for sustained competitive advantage, talent mobility has become a key contributor. Palthe [3] added that multinationals depend on expatriates for sustaining competitive advantage and they need expatriates to manage the complexity. Therefore, as stated by Dowling, Festing and Engle [4], a critical success factor for MNCs is having the right people to manage and Revised Manuscript Received on April 19, 2019. Jugindar Singh, School of Management, Asia Pacific University of Technology and Innovation Nik Hasnaa Nik Mahmood, Fakulti Teknologi & Informatik Razak,, Universiti Teknologi Malaysia, Kuala Lumpur, Malaysia Zabedah bt Othman, Business School, Open University Malaysia, Kuala Lumpur, Malaysia operate international operations. However, having access and effectively managing talent globally continues to be a challenge for MNCs. The number of expatriates going on global assignments is increasing and the data from PWC [1] revealed that number of expatriates on global assignments have increased by 25% and a further 50% growth is predicted in assignments by 2020. This will further increase the challenge placed on MNCs and HR managers. This will also lead to an increase in the need for expeditious knowledge transfer [1]. Furthermore, as stated in the Global Mobility Trends survey by BGRS [2], only 54% respondents reported that they have enough internationally experienced employees and another 20% stated that they are unsure. Furthermore, around 80% of companies do not formally assess the adaptability of global assignees. Hence, there is a possibility of failure that can result in business disruption and additional expenses. A total of 55% of the respondents to a survey by KPMG [5], stated that up to% 55% of the respondents stated that up to 5% of global expatriates failed where they returned before completing the assignment. Failure in global assignments is both very costly and risky [6]. This issue was supported by a PWC Global CEO Survey, which reported that talent management is given high priority by global organizations [1]. A survey by PWC [7] stated that the cost to send expatriates on global assignments is substantial. It was estimated that a global assignment cost US$311,000 p.a. The survey also stated that the premature termination of global assignment is 4%. Therefore, organizations need to implement policies and processes to mitigate the causes of failure. In the economic development of Malaysia, the Information and Communications Technology (ICT) sector plays a crucial role. The performance results of MSC Malaysia for the year 2016 showed that Malaysia recorded RM16.3 billion new investments with RM47.1 billion revenue generated [8]. There are an estimated 355,119 employees engaged in the digital industry in 2017 and around 12% of current talents in digital industry are non- Malaysians [9]. Frost and Sullivan [9] research revealed that talent requirement in the ICT sector will reach over 540,000 jobs by 2020. Due to limited availability of skills locally, organizations are hiring expatriates. In addition, the hiring cost and attrition rates were other reasons that the respondents stated for hiring expatiates [9]. Therefore, is Emotional intelligence, social competencies and cultural adjustment of expatriates in Malaysia: The mediating role of self-motivation. Jugindar Singh Kartar Singh, Nik Hasnaa Nik Mahmood, Zabedah bt Othman