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- 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.