A Study on the Role of Expectations and Perceived Organizational Support practices in Repatriate Turnover

Authors

Neeraj Kataria
University of Petroleum & Energy Studies, Dehradun.
Dr. Shweta Sethi
Swami Rama Himalayan University, Dehradun.
Dr. P. C. Bahuguna
University of Petroleum & Energy Studies, Dehradun.

Abstract

MNCs are increasingly sending expatriates to their foreign subsidiaries in order to acquire best resources, and to cater to unexplored markets. This requires the executives to develop their global competencies. Once the expatriate has developed skills, far enough to sustain in the overseas, it becomes a challenge to settle him/her back in the home country when the expatriate assignment is over. Research evidences show that, there is a high percentage of repatriate turnover i.e the repatriate leaving the parent organization, upon return from the foreign assignment, resulting in both direct and indirect losses to the parent company. The purpose of this paper is to look into the reasons for repatriation turnover. The proposed model links repatriate turnover intentions to key causing factors such as repatriate expectation upon return and repatriate perception of organizational support practices. Data was gathered from 115 repatriates working in the major oil and gas industry, which included both government and private sector companies. The results of the study conclusively established that unmet expectations of expatriate were a significant cause for turnover intention of repatriate, while ineffective repatriation practices of company was not.