Abstract
In today’s globalized workplace, Human Resource (HR) professionals must possess strong cross-cultural competencies to effectively manage diverse teams and drive organizational performance. This study investigates the influence of Cultural Intelligence (CQ) and Global Mindset (GM) on Job Performance (JP) among HR professionals in Bangladesh, emerging economy where empirical research on global competencies is still evolving. The study also explores whether Workforce Diversity (WD) moderates the relationship between GM and CQ. Grounded in Cultural Intelligence Theory and Global Mindset Theory, the study employed a cross-sectional design, collecting data from 176 HR professionals across local and multinational firms. Using validated instruments and partial least squares structural equation modeling (PLS-SEM), the analysis revealed that both CQ [β = 0.272, p = 0.003] and GM [β = 0.273, p < 0.001] positively and significantly affect job performance. However, GM does not significantly influence CQ and WD does not moderate the GM–CQ relationship. These findings highlight that CQ and GM are distinct yet complementary predictors of HR performance in cross-cultural settings. The study offers new insights for HR development, suggesting that organizations should invest in both CQ and GM training separately to enhance effectiveness in multicultural environments.
Keywords: Bangladesh, Cultural Intelligence, Global Mindset, HR Professionals, Job Performance, Workforce Diversity.