Towers Watson Media stated that multinational organizations will grow by 45% in 2014 increasing expatriate assignments; however, global organizations lose billions of dollars yearly financing expatriate assignments due to unsuccessful retention efforts during the repatriation process. Fifty percent of expatriates consider leaving the organization within the first year of returning to their home country. The aim of this single descriptive case study was to explore the retention strategies organizational leaders need to retain expatriates employees during repatriation. Two managers from the compensation benefits department of a multinational organization in Tennessee participated in the study. Career self-management theory framed the study. Data collection consisted of semistructured interviews and a focus group interview, and member checking supported the validity and creditability of the findings. The 3 themes that emerged as key to strategies for expatriate employee retention were having career development opportunities, having a point leader, and implementing a program policy. The findings of this study may affect social change by encouraging expatriates to remain employed with the organization where they are valued, continue to develop career paths, and encourage other employees to accept foreign assignments for development. The data from this study may contribute to the prosperity of expatriates, their families, communities, and the local economy.
| Identifer | oai:union.ndltd.org:waldenu.edu/oai:scholarworks.waldenu.edu:dissertations-3081 |
| Date | 01 January 2016 |
| Creators | Nicks, Lydia Eileen |
| Publisher | ScholarWorks |
| Source Sets | Walden University |
| Language | English |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | Walden Dissertations and Doctoral Studies |
Page generated in 0.0021 seconds