A expatriação pode ser entendida pela prática de convidar um funcionário a assumir um cargo pela empresa em um país estrangeiro por um período de um ou dois anos. Essa prática, ás vezes, tem sido estudada somente pela missão em si, enquanto que é um processo amplo e único composto por três etapas: a preparação, a expatriação em si e a repatriação, momento este pouco abordado nos estudos. A repatriação compreende a etapa em que o expatriado volta para o país de origem, tendo que se readaptar ao ambiente de trabalho e social. Dentro da perspectiva profissional, um dos problemas que dificulta a adaptação do expatriado é a questão da carreira, pois, na expatriação, geralmente, os funcionários exercem atividades mais amplas. Assim, quando retornam ao país de origem, muitos voltam a exercer as mesmas atividades de antes da expatriação. Dessa maneira, este estudo tem o propósito de analisar as mudanças ocorridas com a expatriação para os funcionários que tiveram/estão tendo uma experiência profissional internacional e sua relação com as expectativas de carreira geradas com a repatriação. Para atender esse objetivo, foi realizado um estudo de caso na empresa Alpha, na qual foram realizadas 21 entrevistas: dois representantes da área dos Recursos Humanos (RH) e 19 expatriados. Como principais resultados, destacam-se: a empresa, apesar de ter um programa de expatriação há 12 anos, ainda precisa de políticas e práticas mais estruturadas, muito em função de que a internacionalização tomou uma dimensão maior do que a organização estava preparada para suportar, o que tem refletido na área de RH. Assim, as dificuldades em relação à adaptação cultural, família, língua estrangeira sobressaem-se e o expatriado não percebe como a sua carreira está se desenvolvendo nesse momento. Entretanto, a expatriação permite possibilidades para os profissionais e para a empresa, mas também tem muitos desafios a serem superados. Como possibilidades foram destacadas: maior competência para a tomada de decisão, ampliação do network interno, conhecimento de outras culturas, maior aprendizado, desafio profissional, entre outros. E como desafios têm-se: conciliar as expectativas da empresa com a do funcionário, reconhecimento do processo de expatriação, atuação do RH, planejamento da carreira, melhor preparação e acompanhamento da família, treinamento e adaptação do expatriado, práticas e políticas ampliadas e atenção ao perfil dos expatriados. Como principal achado tem-se que os repatriados passam a dar mais valor a sua carreira interna do que a organizacional, pois quando retornam a empresa não apresenta um planejamento para aproveitar esse funcionário em posições que demandem mais responsabilidades, como as na missão. Dessa forma, a carreira fica comprometida no momento em que a organização não reconhece o aprendizado do repatriado e esse busca outras oportunidades no mercado de trabalho. Os que buscam espaço dentro da organização acabam se “tornando um problema” para a empresa. / The expatriation can be understood as the practice of inviting an employee to take a job within his company in a foreign country for a period of one or two years. This practice has been studied only as the mission itself, when it is a broad and unique process involving three stages: preparation, expatriation and a stage that is rarely addressed in studies: the repatriation. The repatriation encompasses the step where the expatriate returns to his country, which requires him the readjustment to social and working place. From a professional perspective, one of the difficult problems in the expatriate adaptation is the issue of career, because in expatriation, generally, the employees are responsible for broader activities. Thus, when they return to their origin country, many of them are responsible for the same activities that they were before expatriation. Thus, this study aims to analyze the changes from expatriation allowance regarding employees who have had/ are having an international professional experience and their relation to career expectations generated from the repatriation. To achieve this objective, a case study has been done in Alpha Company, in which 21 people have been interviewed: two persons who represent the Human Resources (HR) and 19 expatriates. The main results concluded: the company, despite having a 12 year expatriation program, still lacks more structured policies and practices, mostly because that internationalization has taken as a major dimension than the organization was prepared to hold, which has been reflected in the HR area. Thus, the difficulties related to cultural adaptation, family, foreign language end up having a bigger dimension and the expatriate can not perceive how his career is being developed at that time. However, the expatriation provides many opportunities for the professionals and for the company, and also there are many challenges that need to be overcome. The possibilities that were mentioned: more competence for decision making, expansion of the internal network, knowledge of other cultures, higher learning, professional challenge, among others. And as challenges, they indicated: to reconcile the company's expectations with the employee's, more valorization of the expatriation process, greater activity of HR, career planning, better family preparation and monitoring, training and adaptation of expatriate, policies and practices expanded and greater attention to the profile of expatriates. The main result showed that the repatriates are giving much more value to their internal career than to the organizational, because when they return, the company does not have a structure to allocate them in positions that require more responsibilities, as it was required in their mission. Thus, the expatriate’s career becomes jeopardized since the organization does not recognize his learning, and this disregard influences him to seek for others opportunities in the marketplace. And those who seek for a space within the organization, end up "becoming a problem" for the company.

The purpose of this thesis is to examine the factors affecting the repatriation of Afghan refugees living in Pakistan, by using data collected in these refugee camps, during the Fall of 1988.

Sending employees on global assignments are becoming a means for companies to gain new knowledge and consequently increase their competitive advantage. This has created a new focus on the repatriation of employees. Repatriation is although still a disregarded aspect in research and many returning repatriates experience difficulties to readjust and feel dissatisfied with the repatriation process. More analytical information is thus needed for managers to inform about what actions to take to generate more advantageous results for both the company and the repatriate. The aim of the thesis is therefore to further examine how a business can manage repatriates to transfer knowledge more effective. The study expires in a conceptual framework concerning management of repatriates for effective knowledge transfer. A case study of a company within the consulting industry was conducted and the methodology used for answering the aim was the implementation of a survey. The purpose was to generate as qualitative answers as possible and as a result a questionnaire with a majority of open-ended questions was outlined. The questions were grounded in the framework and the analysis of the empirical findings showed dispersed answers and signs of dissatisfaction among the repatriates. Conclusions drawn from the analysis are that the management of repatriates needs to be further implemented within the company. For example an articulated process consisting of the three different steps: before, during and after the assignment should be elaborated for the company to become more competitive through knowledge transfer.

Thesis (Master of Arts)--Koryŏ Taehakkyo, 2006. / Includes bibliographical references (p. 87-94).

Thesis (Master of Arts)--Koryŏ Taehakkyo, 2006. / Abstract in English and Korean. Includes bibliographical references (p. 87-94)

A expatriação pode ser entendida pela prática de convidar um funcionário a assumir um cargo pela empresa em um país estrangeiro por um período de um ou dois anos. Essa prática, ás vezes, tem sido estudada somente pela missão em si, enquanto que é um processo amplo e único composto por três etapas: a preparação, a expatriação em si e a repatriação, momento este pouco abordado nos estudos. A repatriação compreende a etapa em que o expatriado volta para o país de origem, tendo que se readaptar ao ambiente de trabalho e social. Dentro da perspectiva profissional, um dos problemas que dificulta a adaptação do expatriado é a questão da carreira, pois, na expatriação, geralmente, os funcionários exercem atividades mais amplas. Assim, quando retornam ao país de origem, muitos voltam a exercer as mesmas atividades de antes da expatriação. Dessa maneira, este estudo tem o propósito de analisar as mudanças ocorridas com a expatriação para os funcionários que tiveram/estão tendo uma experiência profissional internacional e sua relação com as expectativas de carreira geradas com a repatriação. Para atender esse objetivo, foi realizado um estudo de caso na empresa Alpha, na qual foram realizadas 21 entrevistas: dois representantes da área dos Recursos Humanos (RH) e 19 expatriados. Como principais resultados, destacam-se: a empresa, apesar de ter um programa de expatriação há 12 anos, ainda precisa de políticas e práticas mais estruturadas, muito em função de que a internacionalização tomou uma dimensão maior do que a organização estava preparada para suportar, o que tem refletido na área de RH. Assim, as dificuldades em relação à adaptação cultural, família, língua estrangeira sobressaem-se e o expatriado não percebe como a sua carreira está se desenvolvendo nesse momento. Entretanto, a expatriação permite possibilidades para os profissionais e para a empresa, mas também tem muitos desafios a serem superados. Como possibilidades foram destacadas: maior competência para a tomada de decisão, ampliação do network interno, conhecimento de outras culturas, maior aprendizado, desafio profissional, entre outros. E como desafios têm-se: conciliar as expectativas da empresa com a do funcionário, reconhecimento do processo de expatriação, atuação do RH, planejamento da carreira, melhor preparação e acompanhamento da família, treinamento e adaptação do expatriado, práticas e políticas ampliadas e atenção ao perfil dos expatriados. Como principal achado tem-se que os repatriados passam a dar mais valor a sua carreira interna do que a organizacional, pois quando retornam a empresa não apresenta um planejamento para aproveitar esse funcionário em posições que demandem mais responsabilidades, como as na missão. Dessa forma, a carreira fica comprometida no momento em que a organização não reconhece o aprendizado do repatriado e esse busca outras oportunidades no mercado de trabalho. Os que buscam espaço dentro da organização acabam se “tornando um problema” para a empresa. / The expatriation can be understood as the practice of inviting an employee to take a job within his company in a foreign country for a period of one or two years. This practice has been studied only as the mission itself, when it is a broad and unique process involving three stages: preparation, expatriation and a stage that is rarely addressed in studies: the repatriation. The repatriation encompasses the step where the expatriate returns to his country, which requires him the readjustment to social and working place. From a professional perspective, one of the difficult problems in the expatriate adaptation is the issue of career, because in expatriation, generally, the employees are responsible for broader activities. Thus, when they return to their origin country, many of them are responsible for the same activities that they were before expatriation. Thus, this study aims to analyze the changes from expatriation allowance regarding employees who have had/ are having an international professional experience and their relation to career expectations generated from the repatriation. To achieve this objective, a case study has been done in Alpha Company, in which 21 people have been interviewed: two persons who represent the Human Resources (HR) and 19 expatriates. The main results concluded: the company, despite having a 12 year expatriation program, still lacks more structured policies and practices, mostly because that internationalization has taken as a major dimension than the organization was prepared to hold, which has been reflected in the HR area. Thus, the difficulties related to cultural adaptation, family, foreign language end up having a bigger dimension and the expatriate can not perceive how his career is being developed at that time. However, the expatriation provides many opportunities for the professionals and for the company, and also there are many challenges that need to be overcome. The possibilities that were mentioned: more competence for decision making, expansion of the internal network, knowledge of other cultures, higher learning, professional challenge, among others. And as challenges, they indicated: to reconcile the company's expectations with the employee's, more valorization of the expatriation process, greater activity of HR, career planning, better family preparation and monitoring, training and adaptation of expatriate, policies and practices expanded and greater attention to the profile of expatriates. The main result showed that the repatriates are giving much more value to their internal career than to the organizational, because when they return, the company does not have a structure to allocate them in positions that require more responsibilities, as it was required in their mission. Thus, the expatriate’s career becomes jeopardized since the organization does not recognize his learning, and this disregard influences him to seek for others opportunities in the marketplace. And those who seek for a space within the organization, end up "becoming a problem" for the company.

A expatriação pode ser entendida pela prática de convidar um funcionário a assumir um cargo pela empresa em um país estrangeiro por um período de um ou dois anos. Essa prática, ás vezes, tem sido estudada somente pela missão em si, enquanto que é um processo amplo e único composto por três etapas: a preparação, a expatriação em si e a repatriação, momento este pouco abordado nos estudos. A repatriação compreende a etapa em que o expatriado volta para o país de origem, tendo que se readaptar ao ambiente de trabalho e social. Dentro da perspectiva profissional, um dos problemas que dificulta a adaptação do expatriado é a questão da carreira, pois, na expatriação, geralmente, os funcionários exercem atividades mais amplas. Assim, quando retornam ao país de origem, muitos voltam a exercer as mesmas atividades de antes da expatriação. Dessa maneira, este estudo tem o propósito de analisar as mudanças ocorridas com a expatriação para os funcionários que tiveram/estão tendo uma experiência profissional internacional e sua relação com as expectativas de carreira geradas com a repatriação. Para atender esse objetivo, foi realizado um estudo de caso na empresa Alpha, na qual foram realizadas 21 entrevistas: dois representantes da área dos Recursos Humanos (RH) e 19 expatriados. Como principais resultados, destacam-se: a empresa, apesar de ter um programa de expatriação há 12 anos, ainda precisa de políticas e práticas mais estruturadas, muito em função de que a internacionalização tomou uma dimensão maior do que a organização estava preparada para suportar, o que tem refletido na área de RH. Assim, as dificuldades em relação à adaptação cultural, família, língua estrangeira sobressaem-se e o expatriado não percebe como a sua carreira está se desenvolvendo nesse momento. Entretanto, a expatriação permite possibilidades para os profissionais e para a empresa, mas também tem muitos desafios a serem superados. Como possibilidades foram destacadas: maior competência para a tomada de decisão, ampliação do network interno, conhecimento de outras culturas, maior aprendizado, desafio profissional, entre outros. E como desafios têm-se: conciliar as expectativas da empresa com a do funcionário, reconhecimento do processo de expatriação, atuação do RH, planejamento da carreira, melhor preparação e acompanhamento da família, treinamento e adaptação do expatriado, práticas e políticas ampliadas e atenção ao perfil dos expatriados. Como principal achado tem-se que os repatriados passam a dar mais valor a sua carreira interna do que a organizacional, pois quando retornam a empresa não apresenta um planejamento para aproveitar esse funcionário em posições que demandem mais responsabilidades, como as na missão. Dessa forma, a carreira fica comprometida no momento em que a organização não reconhece o aprendizado do repatriado e esse busca outras oportunidades no mercado de trabalho. Os que buscam espaço dentro da organização acabam se “tornando um problema” para a empresa. / The expatriation can be understood as the practice of inviting an employee to take a job within his company in a foreign country for a period of one or two years. This practice has been studied only as the mission itself, when it is a broad and unique process involving three stages: preparation, expatriation and a stage that is rarely addressed in studies: the repatriation. The repatriation encompasses the step where the expatriate returns to his country, which requires him the readjustment to social and working place. From a professional perspective, one of the difficult problems in the expatriate adaptation is the issue of career, because in expatriation, generally, the employees are responsible for broader activities. Thus, when they return to their origin country, many of them are responsible for the same activities that they were before expatriation. Thus, this study aims to analyze the changes from expatriation allowance regarding employees who have had/ are having an international professional experience and their relation to career expectations generated from the repatriation. To achieve this objective, a case study has been done in Alpha Company, in which 21 people have been interviewed: two persons who represent the Human Resources (HR) and 19 expatriates. The main results concluded: the company, despite having a 12 year expatriation program, still lacks more structured policies and practices, mostly because that internationalization has taken as a major dimension than the organization was prepared to hold, which has been reflected in the HR area. Thus, the difficulties related to cultural adaptation, family, foreign language end up having a bigger dimension and the expatriate can not perceive how his career is being developed at that time. However, the expatriation provides many opportunities for the professionals and for the company, and also there are many challenges that need to be overcome. The possibilities that were mentioned: more competence for decision making, expansion of the internal network, knowledge of other cultures, higher learning, professional challenge, among others. And as challenges, they indicated: to reconcile the company's expectations with the employee's, more valorization of the expatriation process, greater activity of HR, career planning, better family preparation and monitoring, training and adaptation of expatriate, policies and practices expanded and greater attention to the profile of expatriates. The main result showed that the repatriates are giving much more value to their internal career than to the organizational, because when they return, the company does not have a structure to allocate them in positions that require more responsibilities, as it was required in their mission. Thus, the expatriate’s career becomes jeopardized since the organization does not recognize his learning, and this disregard influences him to seek for others opportunities in the marketplace. And those who seek for a space within the organization, end up "becoming a problem" for the company.

The intent of this thesis is to analyze and compare the return migration policies in Germany, Russia, and Kazakhstan. It is a relatively new category of migration policy, having only been identified in the 1970s. There is no uniform policy for return migration and consequently, each country has its own unique policy. Ethnicity plays a major role in all three countries' policies. However, some policies of return migration are more successful than others.

This project will be an empirical study into repatriation as a political practice. This theoretically-oriented project investigates how institutions and cultural values mediate changes in the governance of repatriation policy, specifically its formalization and rescaling in the United States. I propose a critical approach to understanding repatriation; specifically, I will draw together issues surrounding museums, repatriation claims, and indigenous communities throughout the development of the Native American Graves Protection and Repatriation Act (NAGPRA) in 1990 and current repatriation policy. The interdisciplinary academic narrative I build will explore practices of repatriation and how it relates to the subject of indigenous cultural rights. Using the University of Pennsylvania Museum of Archaeology and Anthropology in Philadelphia, PA and the Field Museum of Natural History in Chicago, IL as models for the repatriation process, I will show the historic political tensions and later attempts to repatriate culturally significant objects and human remains in the United States. By examining entrenched discourses prior to NAGPRA and what changed to allow a new dominant discourse in the debates over repatriation claims, I will show that culturally-structured views on repatriation and narratives surrounding indigenous cultural property were transformed. By examining ownership paradigms and analyzing discourses and institutional power structures, it is possible to understand the ramifications of formalizing repatriation. The current binary of cultural property nationalism/cultural property internationalism in relation to cultural property ownership claims does not represent the full scope of the conflict for indigenous people. Inclusion of a cultural property indigenism component into the established ownership paradigm will more fully represent indigenous concerns for cultural property. Looking at the rules, norms and strategies of national and international laws and museum institutions, I will also argue that there are consequences to repatriation claims that go beyond possession of property and a formalized process (or a semi- formalized international approach) can aid in addressing indigenous rights. I will also ask the question, does this change in discourse develop in other countries with similar settler colonial pasts and indigenous communities, i.e. in Canada, New Zealand, Australia? My work will demonstrate that it does. Essentially, the repatriation conversation does not immediately change in one country and then domino to others. Instead, it is a change that is happening concurrently, comparative to other civil rights movements and national dialogues. The cultural and institutional shifts demanding change appear to have some universal momentum. The literatures to which this research will contribute include: museum studies, institutional practices, material cultural and public humanities, and indigenous right. / PHD / By examining how institutions and cultural values mediate changes in the governance of repatriation policy, specifically its formalization and rescaling in the United States, this project looks at repatriation as a political practice. This dissertation explores the subject of indigenous cultural rights and explores issues surrounding museums, repatriation claims, and indigenous communities throughout the development of the Native American Graves Protection and Repatriation Act (NAGPRA) in 1990 and current repatriation policy both domestically and internationally. Case studies of institutional practices are developed utilizing the University of Pennsylvania Museum of Archaeology and Anthropology in Philadelphia, PA and the Field Museum of Natural History in Chicago, IL as models for the repatriation process. This will demonstrate the historic political tensions and later attempts to repatriate culturally significant objects and human remains in the United States and abroad. This research also investigates the current cultural property nationalism/cultural property internationalism paradigm and calls for an inclusion of a cultural property indigenism component to represent indigenous concerns for cultural property more fully. Looking at the rules, norms and strategies of national and international laws and museum institutions, I will also argue that there are consequences to repatriation claims that go beyond possession of property and a formalized process (or a semi-formalized international approach) can aid in addressing indigenous rights.

In an increasingly more globalized world the international competition is fierce. Today, working across borders is a new normality. It calls for greater demand to send employees abroad on international assignments. Therefore, employers need to address implications that come along with this increasing demand. One of the main implications is the issue to retain employers after return from international assignments since many of them tend to resign. Research about this issue has been conducted. However, this research has primarily taken an employer standpoint and thereby employees have been overlooked. This thesis presents both (1) an employee point of view of the repatriation process as well as (2) a more updated and comprehensive take on the entire repatriation process as a three step process beginning already prior departure. The paper concludes that high turnover rate after return remains a major problem among expats. Lastly,a final model is suggested to facilitate the transition and decrease this high turnover rate. By applying this approach on the repatriation process, companies could hopefully benefit in terms of decreased turnover cost as well as more satisfied employees.