Against the background of global activities, Multinational Companies (MNC’s) increasingly send managers and executives abroad, to work on their management skills and promote their knowledge of business across national borders (Halpern, 2005). The results of ECA International research (2008) have shown that 63% of MNC’s are planning to extend their international delegations and underline the importance of international assignments.
Within implementation of international assignments, repatriation shows the largest potential for improvement in current practice (Keller, 2001). Human resource managers mainly focus on the pre-departure phase and activities during the assignment. According to a survey conducted by Matthews (2007), only 4% of personal managers report on re-entry strategies, while 21% do not worry about the reintegration process. Although 70% of 100 MNC‘s state to offer a formal re-entry policy, more than 50% have no evaluation of repatriate overseas-experience (Stahl, Mayrhofer & Kühlmann, 2005).
As result, remarkably 30% of repatriates in German-based MNC’s leave their company within the first year after their return (Siebeke, 2009). Hence, despite thorough selection, preparation of candidates and great expense, many MNC’s fail to capitalize on their human investments (Halpern, 2005).
This paper concentrates on measures for creation of a successful repatriation. A short discussion of re-entry difficulties in the current practice and their theoretical background will be followed by a description of impact on MNCs caused by insufficient repatriation. Furthermore, some measures will be introduced to facilitate the repatriation especially by creation of a win-win situation.
Table of Contents
1 Introduction
2 Insufficient Re-entry and its Effects
2.1 Re-entry in the current practice
2.2 Person-Environment Fit Model
2.3 Impact of insufficient repatriation on MNCs
3 Creating a successful Repatriation
3.1 Measures to facilitate the re-entry
3.1.1 Before assignment
3.1.2 During assignment
3.1.3 After return
3.2 Win-Win Situation
4 Conclusion
Research Objectives and Themes
The primary objective of this work is to identify and analyze measures for creating a successful repatriation process for employees returning from international assignments. The paper addresses the high failure rates and difficulties associated with re-entry and explores how multinational companies (MNCs) can leverage repatriates' international experience to gain competitive advantages.
- Analysis of re-entry difficulties and their theoretical background
- Impact of insufficient repatriation on organizational performance
- Strategic measures to facilitate the re-entry phase
- Implementation of a "win-win" situation for companies and repatriates
- Utilization of international knowledge as a competitive resource
Excerpt from the Book
2.2 Person-Environment Fit Model
The Person-Environment Fit Model is taken from stress research for the purpose of illustrating the cause-effect relationship of stress. It explains the development of stress in professional life in terms of discrepancies between individuals and their environment. A discrepancy can occur between the motives of a person and the supplies of its environment (job), or between the demands of the environment and the abilities of a person to meet said demands (Van Harrison, 1978). The subjective assessment of the person-environment relationship is crucial in this regard (Kühlmann & Stahl, 1995).
Transferring this model to the situation of repatriates we find following discrepancies between available and desire factors of both, company and repatriate: A main reason for discrepancies results from unfulfilled expectations in the lack of repatriate knowledge concerning changes within the parent company during his absence. Another reason is the change in repatriate personality. Although repatriates often expect a career boost because of a successful international assignment, they often have to face real career challenges. In addition, all too often, repatriates are surprised by the under- or over-challenging situation in business life. This lack of subjective predictability of post-assignment circumstances leaves no space for preparation in dealing with difficulties and causes great stress after return (Kühlmann & Stahl, 1995).
In response to a stressful re-entry, repatriates try to remove, mitigate or at least to tolerate underlying discrepancies between themselves and the company (Kühlmann & Stahl, 1995). All too often those attempts lead to termination of the employment contract.
Summary of Chapters
1 Introduction: This chapter highlights the growing importance of international assignments and identifies repatriation as a critical area for improvement within human resource management.
2 Insufficient Re-entry and its Effects: This section examines the causes of re-entry shock using the Person-Environment Fit Model and details the negative financial and organizational impacts on multinational companies.
3 Creating a successful Repatriation: This chapter outlines specific HR measures to support the three phases of repatriation—before, during, and after the assignment—to establish a productive win-win relationship.
4 Conclusion: The summary emphasizes that integrating repatriates as innovators and capitalizing on their acquired international expertise is essential for a company's global strategy.
Keywords
Repatriation, International Assignments, Multinational Companies, MNCs, Re-entry Shock, Person-Environment Fit Model, Human Resource Management, Knowledge Management, Career Development, International Experience, Employee Retention, Expatriate Management, Win-Win Situation.
Frequently Asked Questions
What is the central focus of this paper?
The paper examines the challenges of the repatriation process in multinational companies and identifies strategies to successfully reintegrate employees after international assignments.
What are the main thematic areas covered?
Key themes include re-entry difficulties, the Person-Environment Fit Model, the negative impacts of failed repatriation on companies, and actionable strategies for pre-, during-, and post-assignment management.
What is the primary goal of the author?
The goal is to provide a framework for creating a successful repatriation process that prevents talent loss and maximizes the value of international knowledge for the company.
Which scientific methodology is utilized?
The author uses a theoretical approach based on existing literature, stress research models (Person-Environment Fit), and industry surveys to analyze organizational challenges and human resource strategies.
What is discussed in the main part of the work?
The main part focuses on diagnosing the causes of re-entry stress and detailing specific management interventions, such as mentoring, career counseling, and re-entry seminars.
Which keywords define this work?
Core concepts include repatriation, MNCs, re-entry shock, Person-Environment Fit, and knowledge management.
How does the Person-Environment Fit Model apply to repatriates?
It explains stress as a discrepancy between the individual's expectations or motives and the actual supplies or demands of their post-assignment environment within the company.
Why is the "win-win" situation considered vital?
It ensures that the repatriate feels valued and appreciated while the company successfully retains and utilizes the employee's acquired international expertise, which is a key competitive factor.
- Arbeit zitieren
- Mariya Chernoruk (Autor:in), 2011, Repatriation – why and how to succeed?, München, GRIN Verlag, https://www.hausarbeiten.de/document/167009
