Factors Influencing Job Satisfaction of Repatriated Managers
Turnover due to repatriation is an increasingly costly occurrence for multinational corporations. Understanding why repatriates decide to leave their companies upon being called back from abroad may help to devise ways in which organizations can mitigate such turnover and reduce cost in hiring and training new personnel. To that end, this study examines the impact of training and orientation programs on the job satisfaction of repatriated managers. In general the study looks at whether or not training, orientation, and family support programs have an impact on the job satisfaction of repatriated managers. The study puts forward the hypothesis that training and orientation programs designed to assist managers in the repatriation process improve levels of job satisfaction. In addition to the offering of training, orientation and family support programs, the study examines whether gender, age, and length of employment have an impact on levels of job satisfaction. Regression analysis and analysis of variance (ANOVA) were used to statistically test the hypothesized relations between the independent variables (demographic and program offerings) and dependent variable (i.e., job satisfaction). Also, open-ended questions were included in the survey with the hope of gaining a more rich perspective on particular experiences that may not be captured by the closed-ended survey questions. For example, respondents were asked what their companies did that actually helped the respondent in the repatriation process; what policies should be changed or added that would help increase job satisfaction; and what other factors influenced their job satisfaction upon their return. The sample for this study included 63 respondents from a pool of 200 multinational organizations. The typical respondent was about 41 years of age, male, Caucasian, had been employed with their current firm between 7 and 9 years, held a Bachelor's degree, had been assigned for about three years, and had returned back to the United States around two years ago. The findings of the study suggest that few respondents in either group expressed that they had received adequate assistance in the process. Most of the respondents expressed a significant “let-down” upon their return to the United States; and regardless of whether or not the respondents participated in a transition program, many expressed a desire for more responsibilities and an increased level of autonomy upon return. The respondents wanted company policy to address the initiation of career path and retention related policies. This study found that those who participated in a repatriation program scored 1.13 points higher in job satisfaction than those who did not participate in a repatriation program. These results would imply that companies that offer repatriation programs for their employees reduce stress, resulting in higher job satisfaction and, ultimately, lower turnover.
employee turnover, job satisfaction, Leadership studies, multinational corporations, Regression analysis, repatriated managers
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