Foreign workers in the UK

英國(guó)的外來務(wù)工人員
 

引用
 

引用文獻(xiàn)指出，外來務(wù)工人員已經(jīng)對(duì)英國(guó)經(jīng)濟(jì)變得越來越重要了，不僅僅是因?yàn)樗麄兊臄?shù)目龐大，還因?yàn)樗麄兺菍＜液图脊ぃ瑩碛杏?guó)組織所需要的高層次的技能。在收集了必要的主要資料，研究了現(xiàn)存的理論和概念后，現(xiàn)在的研究趨向于分析數(shù)據(jù)整合和引用文獻(xiàn)中的內(nèi)容測(cè)試?yán)碚摰膶?shí)際應(yīng)用。這篇章節(jié)會(huì)表明研究結(jié)果且分析采訪的回復(fù)。然后這些回復(fù)會(huì)與引用在文獻(xiàn)中的相關(guān)研究理論相比較。這一章還將確定引用文獻(xiàn)的結(jié)果，和從方法論得出的研究結(jié)果。

結(jié)果和分析
 

面對(duì)面訪談?dòng)?7個(gè)印度年輕人開展，他們到了允許工作的年齡且已經(jīng)在英國(guó)工作。樣本變量包括年級(jí)，就業(yè)時(shí)間和性格。另外，受訪者也是那些前來研究，且隨后會(huì)就業(yè)的人的混合體。這些人從自己的祖國(guó)前來這里直接工作。所有受訪者都擁有工作許可證，它被稱為“高技術(shù)移民項(xiàng)目”

 

Introduction

 

The review of literature cited that foreign workers have become increasingly important to the UK economy, both because of their large number and because they tend to be professionals and technicians possessing high-level skills needed by British organizations. After having collected the requisite primary data and studied the existing theories and concepts, the study now moves forward to analyze the collated data and examine the practical applications of the theories highlighted in the review of literature. This chapter will present the findings and analyze the interview responses. These responses will then be compared against the relevant theory studied in the review of literature. The chapter will also look to triangulate the findings from the literature review and the findings from the methodology.

 

Findings and Analysis

 

Face to face interviews were conducted with 27 Indian youths who were on a valid work permit and had been working in the UK. The sample variables were age, time in employment and gender. Besides, the interviewees were also a mix of those who had come here to study and had subsequently taken up employment and those who had come here to work directly from their home country. All the interviewees were on work permit visa called the ‘Highly Skilled migrant Programme’. This visa is reserved for foreigners possessing needed skills and at least a bachelor’s degree or equivalent. The initial period is for two years, which may be extended for an additional three years. After this, the worker may apply for an ILR (Indefinite Leave to Stay). Normally, the sessions lasted for 45 minutes. Typically, those that had studied in the UK had more to say. The sessions went on very well and revealed new insights into motivation and work life in UK. Respondents cited various factors which motivated them to come to the UK either to study or work. It has to be mentioned that only a part of this motivation was because of the work and living conditions offered by UK. The other part was because of the negativity of Indian work infrastructure. The factors included both social and financial aspects.#p#分頁標(biāo)題#e#

 

One of the major motivating factors highlighted was the ‘search of a better quality life’. Most interviewees believed that one of the major reasons to come to UK was because of better quality of life. As one of the respondents stated ‘As least there is no struggle for basic amenities such as water, electricity, phone etc.’ Although, India is a hugely developing nation, there are still areas which lack the basic supply of water and electricity. Infrastructure such as roads and other transport and railway network and pollution, came up during the responses. The general feeling was that while every possible amenity was available in India, there was a struggle to lead a comfortable day-to-day life. Eg. Regular power-cuts, lack of regular and clean drinking water, regular disruption of phone lines etc made the normal living conditions difficult. UK, on the other hand offered the very basic amenities and less struggle in everyday life. Basic living conditions in UK, itself, motivated Indian youths to come to UK to work.

 

Workplace environment

 

‘Better working conditions and work culture and ethic’ was prominently cited as one of the most motivating factosr. Respondents believed that their efforts, knowledge and expertise was better valued in an UK firm rather than an Indian firm. ‘You get better monetary and emotional return and work life balance here’. Respondents concurred that working in the UK was easier as compared to India. Work structure is still six days a week in Indian companies within which employers wasn’t to extract as much out of their employees as possible. There was no limit to the number of hours employees had to work and there was no monetary return for their hard work. Staying back the normal work timing to complete the excess work formed a part of the work culture. One of the respondents cited that while they were appreciated, paid, rewarded and recognized for working extra hours in UK, there was no such motivation to work in India. On the other hand, employees were forced to stay back after normal work hours. Some respondents also cited that while working in India they had to even work a few hours on Sunday to cope up with the extra work load. This was not only the case for tactical and strategic employees, but also operational employees. Interviewees also pointed out that the targets were normally very stringent for staff to be eligible for any possible incentive or bonus. Tough targets and the fear of falling short of it left employees extremely stressed which has an adverse impact on their and productivity. The responses were in line with the research conducted by the Indian Research agency NIM (2007) which found that 8.5 % of employees in India were extremely stressed and looked to seek professional help. 75% of employees felt stressed just by being in the work environment which eventually led to physical ailments. The survey also reported 82% suffered headaches, 78% respiratory problems, 61% pains in hands, arms or back and 32% other work-associated health problems.#p#分頁標(biāo)題#e#

 

It was highlighted in the review of literature that stress levels adversely impact on employee performance and attrition rates. Research conducted by (Cox and Griffiths) in 2005 revealed that average annual turnover of staff in Indian service sector companies was 18% a year. Authors like Grimshaw (2002) and Payne (2004) have also argued that stress is a myth and an excuse which helps employees cover up their below par performance. One of the respondents stated ‘I was not motivated to come to UK but to leave India to find a better place to live and work’. The worse part of it was that of the rise of outsourcing and knowledge processing industry has meant that even the future doesn’t look good for Indian workplace environment with automated electronic systems being introduced to continually monitor employee performance.

 

Respondents believed that UK work culture encourages group membership and focuses attention on work groups rather that the design of each individual job to encourage mutual help and support. This, they believed, offered greater degree of flexibility within the work system allowing for more personal development. It made them increasingly involved in decision-making relating to the control and regulation of the work system which they felt was not the case with Indian workplace environment. It was felt during the research that group membership in UK firms motivated Indian youth because besides satisfying the most basic human needs (Physiological needs and Safety and Security needs) they also satisfied their need for love, affection and belongingness and social acceptance (social needs). Maslow was quoted in the review of literature as highlighting that once this need is satisfied, members look for esteem which includes both internal esteem factors like self-respect, autonomy, achievements and external esteem factors such as recognition and attention as well as personal sense of competence.

 

Conflict was also mentioned during the course of the interviews. Respondents believed that there was a higher probability of a conflicting arising under Indian working conditions because of the tension surrounding the organization in the current competitive scenario and the inter-dependency of the people and departments. Also, because the management structure in most Indian firms were hierarchical, there was a possibility of hierarchical conflict involving supervisor-subordinate differences over deadlines, task expectations and performance results. Richard Layard (2006) was highlighted in the review of literature as suggesting that workplace environment plays a very important part in happiness and that a lot of happiness actually comes from the work we do. And the job that employees do is affected by how they are allowed to do it. Interviews revealed that UK firms were more probable to tap into employee’s core values than Indian organizations.

 

The effect of immigration laws#p#分頁標(biāo)題#e#

 

Immigration laws and government regulations have their own role to play. Among the main destination countries for British emigrants there have been significant shifts in immigration policy since the 1960s. These include the abolition of preferences for migrants from Britain and Europe, variations in total immigrant quotas and the increasing use of selection by labour market characteristics, especially education and skills (Source). From 2002 on wards United Kingdom have a more flexible and open approach to attracting highly skilled immigrants and other immigrants to fill particular skill shortages. Potential immigrants from outside the EU are given points according to their qualifications. Individuals who accumulate a number of points beyond a certain threshold become eligible for a work permit. Besides, the Government has also introduced a sector-based work permit scheme to attract immigrants to fill particular skill shortages. Till 2003, immigration laws favored the influx of skilled labor. The motivation to come and work in the UK was partly as a result of immigration policies at home and abroad. But, recently the government has undertaken a series of reforms to immigration policy. The less stringent and more welcoming immigration policy has now given way o more stringent and constantly changing immigration laws. What was once seen as a motivation to come and work in the UK is largely a big de-motivating agent now. Although, it is worth pointing out, that it is not possible to accurately assess the effect of immigration policy on motivation,

 

The ‘Social Factor’

 

Social factor unexpectedly came up during the interviews and some of the respondents cited social motivational reasons. Interviewees believed that even though India is a fast developing countries, working in the UK is still highly regarded as a step up. It is largely believed that it is the more intelligent and clever youths who get job offers from UK based companies. This is consistent with the recruitment practices in major technical and management institutes in India where overseas recruitment pays more and has more generous benefits than domestic recruitment. There is a bit of a history to this feeling as well. India was ruled by the UK until mid 1947 and a feeling of UK being upper class is still prevalent in India. Better salary prospects, good working conditions and other factors only add to this. Motivation, as we all know is more of a mental and psychological game and the interviews revealed that it is the psyche of coming to work in the UK which motivated Indian youths.

 

It is worth mentioning that ‘Social status’ was mentioned as one of the motivators, separation from social and family networks was also mentioned as de-motivators. Researchers like (Source) have cited that social networks are an important resource in dealing with demanding situations and close social networks can be a source of emotional support, useful information, referrals and recommendations, financial support, and a variety of services, such as child care, transportation, the loan of household implements, etc. It was highlighted in the review of literature that extensive social networks help reduce stress and increase motivation. The fact that foreign workers are distanced from their peers and deprived of social contacts means that they can easily get stressed and de-motivated. India is a collectivist cultures which puts great emphasis on inclusion in larger entities such as families, organizations, and communities. Given this orientation, it is likely that foreign employees from India are more likely to feel distress when separated from their familiar groups, and more bereft when encountering demands and problems, since their appropriate sources of support are not easily available (Source).#p#分頁標(biāo)題#e#

 

Centre for excellence

 

UK is still regarded as one of the centers of world class education. This also serves as one of the motivators. Youths coming to UK also have education on the back of their minds and a degree from a reputed institution in UK is recognized the world over. It is worth pointing out that 25 out of the 27 people interviewed had completed or pursued some form of formal education in the UK. Respondents also mentioned that getting into good UK universities was easier and less competitive as compared to India. While getting a degree from a UK based University was costlier, it was far less competitive than India. Eg. The Indian Institute of management (IIM), which is one of the premier management institutes had a selectivity of less than 2%. On the other hand, best UK universities like Oxford, London Business School and Cambridge had a selectivity of 8-10%.

 

The financial and economic motivators

 

Inflation and exchange rate also played a massive part in motivating Indian youth to stay and work in the UK. On an average One British Pound is equivalent to eighty Indian rupees, which meant that it was easier to earn money in UK and invest in assets like property and land in India. Some of the respondents interviewed had come to study in the UK and had subsequently settled in by taking a job offer. Many of these had outstanding loans which they had taken as a part of their education in the UK. It was far easier for them to repay the loan installments when they earned in British Pounds rather than Indian rupees. The respondent group largely concurred that they could save more by working in the UK even though the taxation was higher than that in India.

 

Although, Indian workers have a lot of reason to motivational drivers, yet these workers are likely to experience heightened workplace stress, due both to their temporary and marginal status.

 

Removing the de-motivators

 

But, besides the motivators, respondent also mentioned some de-motivating agents which is important to remove from employee’s minds. With the changing scenario in the financial services and IT industry, fear of losing a job, probably, was cited as one of the biggest negative aspects. Fear is an emotion which generates negative energy. (Maslow, 1943) When employees are in constant fear of losing a job, they starts to lack focus, confidence and the motivation to excel. ‘Nobody wants to have to keep politicking to keep their jobs and if you have to scratch someone's back to have greater job security, you really start wondering whether it is worth it.’ (Addison et al.,2000) Fear can be destructive to the extent that overtime it can even change employees attitude towards work. It makes employees chronically unhappy and emotionally unstable which tends to have an effect on their performance. Because of stress and long work hours, the work-life balance suffers. According to Kovach (1997) ‘…work-life balance is about people having a measure of control over when, where and how they work. It is achieved when an individual's right to a fulfilled life inside and outside paid work is accepted and respected as the norm, to the mutual benefit of the individual, business and society.’ Employers have to make sure that employees are respected and are proud of their jobs and their contribution to the organization’s success is repeatedly highlighted to keep themselves motivated. Ensuring employees of job security will give them peace of mind and do wonders to their motivation. On a general note, attracting and keeping Indian youths motivated remains a major challenge for the UK government. With the changing environment, the solution to motivation problems is becoming even more complex. This is due, in part, to the fact that what motivates employee’s changes constantly.#p#分頁標(biāo)題#e#

 

Characteristics of immigration

 

The characteristics of Immigrants in the UK in terms of their skills and preferences can affect the level of sustainable output in the long run, and the aggregate growth rate of the economy in the medium run (Source). Secondary data and interviews revealed that most Indian immigrants (irrespective of the level of occupation) are employed. Interviews also brought out the differences between the characteristics of Indian immigrants who have just come to the UK different to the ones who have been working here for a significant amount of time ( more than five years). This can be partly explained due to the fact that some of those immigrants who have been in the UK for long have not been able to get into significantly well occupations. Consequently, they have run of steam as they have tried to get into desired professions for over 5 years now and their struggle had lasted longer than they expected. On the contrary, those that have only just come to the UK to work are filled with early enthusiasm to work hard and look out for further opportunities at the same time.

 

But, the study also found out that 'new' Indian immigrants (those who entered the United Kingdom up to two years ago) are more educated than previous waves of Indian immigrants but they are more likely to be working in ‘elementary’ occupations. This can be attributed to the excess importance of education in Eastern countries like India. Career progression works differently in India as compared to UK. While on-job learning is paid more emphasis in UK, the Indian subcontinent relies more on class room and academic learning. Eg. An average UK citizen would have 5-7 years of work experience behind them at the age of 25 while an Indian immigrant would have 1-2 years work experience backed by an undergraduate or a graduate degree. Interview respondents explained that extra emphasis on on-job learning and work experience made getting into high paid jobs very difficult for Indian youths. Most of the Indian immigrants interviewed had a Masters degree but little relevant work experience prior to the degree (Indian career pattern) which meant they it was very difficult for them to get past the CV screening stage as companies in the UK did not want to take them and train them. This was one of the reasons why most of them were highly qualified but in low paid occupations. This made them de-motivated which were clearly brought out during the course of the interview. Interviewees talked about their struggle to get jobs which was in line with their academic knowledge and expertise. The immigrant data revealed by the government in 2006 revealed a similar trend, it showed that most 'new' Indian immigrants in low-paid jobs, on average, are relatively well-educated.

 

Students form a major proportion of the migrant group who come to the UK. They come in when they are admitted if accepted for a course at a recognized educational institution, but without the right to work and only for the duration of the course. Recent immigration policy is more geared towards encouraging students to come to the UK by giving them a two year work visa after the completion of their master’s course. By relaxing the immigration rule at this level, the UK government is trying to lower the cost of immigration as immigration policy raises the cost of migration directly as well as indirectly (Source).#p#分頁標(biāo)題#e#

 

The study also found a strong correlation between unemployment rate and immigration. Previous researches carried out by (Source) suggested that a one percentage point increase in unemployment would effectively reduce net immigration of foreign citizens by about five thousand. Unemployment rate, therefore, also has a major influence on motivation levels of foreign nationals coming to work in the UK. The recent credit turmoil is just one example where the financial services industry has taken a major hit. Job losses are on a high and there is a recruitment freeze in many organizations.

 

The days of more permissive immigration policy is over as the UK employment and immigration policy is slowly becoming increasingly skill-selective. The findings from the review of literature and the interviews revealed that the competitive UK economy, the current job scenario and the credit crises is putting increasing pressure on employees throughout the world through greater work demands, heightened organizational change and restructuring, and reduced job security. This has made working conditions stressful for more domestic and foreign workers. The interviewees attributed their increased stress to their unfamiliarity with the local culture and practices in the UK. Employees on work visas such as HSMP (explained earlier) have the right to remain in the UK only as long as they have a job in the United Kingdom. This basically means that the axe is always hanging on the fate of the foreign workers which makes their status within organizations marginal rather than permanent. All this leads to stress and role ambiguity, which makes it unclear how to respond to job demands.

 

Most of the work visas, including HSMP, also require foreign workers to work in a respective high paid job for the purpose of extending their stay (or renewing their visa). This, interviewees believed made them feel more insecure wary of losing their job (especially under the current circumstances). Some respondents cited that under company restructure they were reassigned to positions or units that other employees seek to avoid. It was also brought out in the interviews that sometime the constant fear of losing the job can work to foreign workers benefit as they work harder to gain the favor of their managers to deal with employment uncertainty. But, some employees believed that this made them resign as one cannot be constantly at their fingertips. Also, working hard and long hours on a regular basis can lead to fatigue and psychological distress.

 

Work place discrimination

 

Although, most respondents did not explicitly mention discrimination at workplace as a stress factor, discrimination can seriously harm those who experience it because it makes the workplace seem an unfriendly and hostile place. Interviewees believed that it was best to avoid discrimination but avoidance strategies led to reduced self-esteem, unhappiness, and depression. While the respondents did not publicly voice their discriminatory concerns, foreign workers coming from non-European countries like India may experience discrimination aimed at their marginal status in the organization. As outsiders and newcomers, both to UK culture and to their companies, foreign employees, in general, have less knowledge of how to respond to demands to the workplace and the organization. Therefore, the same situations will cause greater stress for them than for permanent residents or U.K citizens.#p#分頁標(biāo)題#e#

 

Implications for managers

 

The research has important implications for managers who need to be attuned to the usual issues involved in intercultural communication to ensure that they understand their foreign employees’ needs and that the employees understand their job requirements. Foreign employees often come from countries with communication styles that contrast with the typical British ones. Failure to realize this can add to work role ambiguity for these employees. Also, Indians come from Asian cultures, which have higher levels of collectivism and which discourage standing out or being too assertive. Managers need to make an extra effort to ensure that they have communicated fully with these employees. Human resource departments obviously have a key role to play in managing foreign employees. They can take the lead in developing the internal and external networks that are needed. They also play a key role in dealing with discrimination issues. Since foreign employees will typically not initiate complaints, the HR department must be proactive in opening up lines of communication to them, educating the workforce, and attempting to interpret the various laws that apply.

 

On-job motivation

 

Jobs vary in whether they enable employees to make a lasting difference or an ephemeral difference in beneficiaries lives, affect many or few beneficiaries, impact beneficiaries daily or occasionally, and prevent harm or promote gains to beneficiaries’ (Applebaum et al., 2002). However, the motivation to make a difference is not merely shaped by the opportunities for impact that a job offers. Work re-design can influence productivity directly by changing employee competencies and levels of motivation which result in a quicker/better execution of the business process. One of the motivating factors cited by respondents was the use of flexible working hours which gave them better quality of life in the form of work-life balance. Respondents believed that work design in most UK organizations provided greater variety and autonomy. One of them cited the introduction of alternative work schedules as a form to influence employees’ ability to do their work and simultaneously meet their family responsibilities. ‘Workers’ control of the timing and location of work helps them manage potential conflicts between work and personal life’ Indian employees greatly value work–life balance and employers who give them flex-time, reduced hours, job sharing, other part-time employment, and compressed workweeks as a panacea for the challenges and stresses of juggling work and non-work demands. The interviews revealed that the factors that motivate them to stay and work in the UK were: interesting work, good wages, full appreciation of work done, job security, good working conditions, promotions and growth in the organization, feeling of being in on things, personal loyalty to employees, tactful discipline, and sympathetic help with personal problems.#p#分頁標(biāo)題#e#

 

It was also cited that UK firms offered them greater flexibility to design or modify their work schedule. Eg. NHS has introduced reduced-hours options as a way of better integrating individual and organizational needs. Respondents opined that job environment in India often have restricted working conditions (low autonomy, low task variety, short task cycles). UK, on the other hand offered more job rotation to relieve boredom or monotony by greater work variety. All of these factors were identified as being conducive to satisfaction and motivation at workplace.