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- Knowledge management and labour retention: an empirical studyPublication . Martins, Dora; Silva, SusanaThis study focuses on exploring how knowledge management topic is linked with labour retention. Thus, the main objective of this research is to understand how knowledge management (KM) influence the retention decision of expatriates after an international assignment (i.e. repatriates) within the organisation. Although the knowledge management literature has started to emphasize the role of knowledge management on employees’ retention, remains unaddressed the relationship between the knowledge management and repatriates’ retention. This concern is increasingly present on the agenda of Portuguese organisations given their recent need of growing internationalisation. Related with this issue, it is important to pay attention to employees involved in international assignments, especially in the period after returning to their home organisation (i.e. repatriates). However, empirical evidence in literature of this relationship is scarce. Therefore, this study was conducted with nine organisations aiming to understand why repatriates remain within home organisation upon their international assignment, underlining what factors associated with knowledge management increase the willingness to stay. Data were gathered from organisations of different business sectors operating in Portugal, in a set of 42 repatriates and 18 human resource managers through semi-structured interviews. The results show that in general repatriates remain after returning to their home organisation. Although, (i) when organisations value the knowledge acquisition (i.e. experience, knowledge and skills acquired) upon the return, the repatriates remain satisfied. In contrast, (ii) when their home organisation does not value the knowledge acquired the repatriates also stay but dissatisfied. Furthermore, the results also suggest that the type of knowledge acquired or transferred plays a central role in promoting the willingness in remaining satisfied after repatriation. Thus, the repatriates’ retention will remain a problem and the satisfaction of repatriates will be the key challenge for organisations. Finally, this study suggests further research possibilities in this area and provides guidelines to managers in order to potentiate the retention of their repatriates within the organisation.
- Employees’ Retention: A Systematic Literature ReviewPublication . Meirinhos, Viviana; Abrunhosa, Sara; Martins, DoraFramed on a wider project on Employees’ retention, this project specifically aims to explore the stateof-art on of this field of study. This paper presents the preliminary results of the project as a call for international partnership for the follow up stages of the project. It is our intention to widen this research to other countries in the empirical study in order to acquire and generate more significant insights to employees’ retention problematic. In this kick off phase we developed a systematic literature review between 2006 and 2015, which permitted (a) the characterization of scientific production of the last decade on the subject, (b) the identification of the main issues associated to employees’ retention problematic, (c) the retention factors of employees on organizations, and (d) the more prevalent human resources management practices related to employees’ retention.
- Satisfaction towards human resources practices and repatriates’ retention: an empirical examination in the portuguese companies contextPublication . Martins, Dora; Rego, Arménio; Proença, TeresaThis paper examines the relationship between the level of satisfaction towards Human Resources Management practices among repatriates and the decision to remain on the home company after expatriation. Data was collected through semi-structured interviews of 28 Portuguese repatriates who remain and 16 organisational representatives from eight companies located in Portugal. The results show that (1) compensation system during the international assignment; (2) permanent support during the international assignment and; (3) recognition upon the return of the work and effort of expatriates during the international assignment are the most important HRM practices for promoting satisfaction among repatriates. Moreover, it is at repatriation phase that repatriates show higher dissatisfaction with HRM support. These findings will be discussed in detail and implications and suggestions for future research will be proposed as well.
- Determinant factors of turnover versus permanence of portuguese repatriates: an exploratory studyPublication . Martins, Dora; Rego, Arménio; Proença, TeresaThe study seeks to identify the determinant factors of the repatriate’s decision to remain or leave the company after repatriation, in a convenience sample of 40 Portuguese returnees working in companies based in Portugal. The main results were as follows: (1) there are seven factor categories: (a) salaries and benefits; (b) possibility of promotion, development, professional development; (c) organizational support (during and after the international mission) recognition of work; (d) economic and social atmosphere of the company, (e) good relationship with leadership; (f) convenience and/or personal / family well-being and; (g) external alternatives; (2) the main factors leading to permanence are (a) possibility of promotion, development and professional development and; (b) the existence of personal and family well-being / convenience; (3) the main factors leading to abandonment are (a) lack of organizational support and recognition of work performed; (b) lack of possibility of promotion, development and professional development and; (c) lack of personal / family well-being / convenience. Globally, the study suggests that the factors leading to permanence are very similar to those that lead to abandonment, although in reverse.
- Factors of repatriates’ turnover: literature reviewPublication . Martins, Dora; Proença, Teresa; Rego, ArménioOne of the important challenges for multinational organisations is to increase the ability to retain their repatriates. The literature review shows high turnover rates amongst repatriates in the first two years following return from the international assignment. This paper discusses organisation’s (in)ability to retain its repatriates. A diversity of predictable factors of repatriates’ turnover is identified, including factors related to the job, the organisation, qualification, career development, personality, social context and the market. The paper analysis organisational support practices designed to increase the power of retention and decrease the turnover. We concluded that research about retention versus turnover of repatriates is scarce, mainly regarding the role a formal repatriation and retention programme in facilitating the retention of these employees with acquired international knowledge and skills, that is, the role that organisational factors play in voluntary turnover decisions. Further research is suggested at the end of the article.
- The role of human resource management practices on repatriates’ retention: a literature reviewPublication . Martins, Dora; Rego, Arménio; Proença, TeresaThis investigation reviews literature on human resource management practices that influence the retention of repatriates. The processes of selection and training/preparation before the departure, the role of the mentor and of communication during the international assignment, a program of readjustment to repatriation and a career development plan after return to the home firm are the practices identified in the literature as the main promoters of repatriates’ retention. Evidence suggests that greater responsibility on the part of the firms before, during and after the international assignment allows for more efficiency in the management of their repatriates.
- Retaining repatriates: an exploratory study in portuguese companiesPublication . Martins, Dora; Rego, Arménio; Proença, TeresaThis study aims to understand the factors which may explain the retention of repatriates from companies acting within Portugal. These factors can be related either to the individual, or to the work, to the organisation or to non-working contexts. Eight companies located in Portugal have participated in this study. Several semi-structured interviews were done to 16 organizational representatives and to 28 repatriates. The obtained results show that the repatriates’ retention on the visited companies may be influenced by several categories of factors. We can conclude that it is (1) the good relation with the leadership, (2) the recognition of the performed job but, also (3) the seniority, (4) the age and the (5) depressed national job market. These are the major factors that emerge as relevant factors for the retention. Hence, there is not only one category of explaining determining factors for the retention decision, but there are several. These findings will be discussed in detail and implications and suggestions for future research will be proposed as well.
- Employees’ retention: concept, practices, and impact factorsPublication . Meirinhos, Viviana; Abrunhosa, Sara; Martins, DoraThis paper systematizes scientific knowledge on human resources retention, presenting a systematic review of the literature of the last decade. The study permitted (a) the characterization of scientific production of the last decade on the subject, (b) the identification of the main issues associated to employees’ retention problematic, (c) the retention factors of employees on organizations, and (d) the more prevalent human resources management practices related to employees’ retention. Results associated retention (1) to employees in general; (2) by business sector; (3) within human diversity; (4) by organizational context; (5) within international missions; (6) by roles; (7) by company size; and (8) by generation. Organizational factors represent the factors that most affect retention, specially the good relationship with hierarchical superior and colleagues. HRM practices with most impact on retention revealed to be selection and recruitment, induction, professional development (performance management, training, career management), rewards system, organizational culture, and change management. Implementing retention practices specifically addressed to each person, organization and context is indicated to be, nonetheless, the most effective retention practice.
- Attraction and Retention Strategies: What Matters to the Millennial?Publication . Martins, Dora; Silva, Susana; Mendes, AureaThe labor market is suffering many changes and transformations putting several challenges to human resources management. One of the biggest challenges is related to the attraction and retention of employees to work in several activity sectors and to retain the talent in the organisations. In particular, hospitality and technology sectors have seen robust growth since the pandemic-induced. This study aims to explore the strategies for attracting and retaining millennials. More specifically, to understand the challenges of multigenerational management, and to understand the strategies used by organisations to meet the needs and interests of the millennial generation. A qualitative exploratory study was conducted using a semi-structured interview with 17 Human resources managers. Data were analysed according to thematic analysis procedures. The results showed that university partnerships are the preferred practice for attracting millennials, work-life balance, benefits, organisational culture, investment in professional development, feedback, and recognition are the main attraction and retention strategies. Participants consider the millennial Generation to be committed, and the biggest challenge in managing generational diversity is linked to the demand and impatience of millennials. In conclusion, human resources managers should consider the generation characteristics to adequate and update their human resources practices.