Organizational contact persons and support in repatriation

Abstract

Repatriation has been studied more intensively for the last two decades, since expatriations have become more common in multinational companies. Repatriates tend to face challenges in relocating, repositioning and readjusting to their home organizations. This research investigates how the phenomenon may be managed, and with what practices, such as repatriates mentoring. One of the aims was to learn, which of these concepts of organizational support are the most effective in repatriation management. However, the main focus of this study is on the contact persons within the organization and their functions in repatriation. In addition, the study aims to find the most useful mechanisms of repatriation contact, communication and ways to enhance these. Through these, it is purposed to increase knowledge and skills utilization of repatriates in organizations. Moreover, the management of this is meant to be enabled with reasonable resources available in a MNC. Since, perceived lack of financial resources, design knowledge and expertise tend to limit organizations in repatriation management.

The research strategy was a soft systems analysis, which aimed to find what was present, absent, problematic and questionable in the repatriation management. It applied a qualitative empirical research of semi-structured interviews with 8 repatriates from two Finnish multinational companies. The material was meant to be collected initially from only one company, but another one was included to add an external perspective to the study. However, there is only one interview from the latter one.

The results of this study indicate that supervisor support is a major factor in repatriation management, in relocation, repositioning and readjustment, also in knowledge utilization in organizations. However, such support is variously available, and thus HRM is also expected to support repatriates by contacting them and their supervisors, discussing their assignments and assisting with the practical relocation arrangements. Guidance regarding the job view and personal development were found essential in repatriation.