Retaining repatriates: an exploratory study in portuguese companies

This study aims to understand the factors which may explain the retention of repatriates from companies acting within Portugal. These factors can be related either to the individual, or to the work, to the organisation or to non-working contexts. Eight companies located in Portugal have participated in this study. Several semi-structured interviews were done to 16 organizational representatives and to 28 repatriates. The obtained results show that the repatriates’ retention on the visited companies may be influenced by several categories of factors. We can conclude that it is (1) the good relation with the leadership, (2) the recognition of the performed job but, also (3) the seniority, (4) the age and the (5) depressed national job market. These are the major factors that emerge as relevant factors for the retention. Hence, there is not only one category of explaining determining factors for the retention decision, but there are several. These findings will be discussed in detail and implications and suggestions for future research will be proposed as well.

Determinant factors of turnover versus permanence of portuguese repatriates: an exploratory study

The study seeks to identify the determinant factors of the repatriate’s decision to remain or leave the company after repatriation, in a convenience sample of 40 Portuguese returnees working in companies based in Portugal. The main results were as follows: (1) there are seven factor categories: (a) salaries and benefits; (b) possibility of promotion, development, professional development; (c) organizational support (during and after the international mission) recognition of work; (d) economic and social atmosphere of the company, (e) good relationship with leadership; (f) convenience and/or personal / family well-being and; (g) external alternatives; (2) the main factors leading to permanence are (a) possibility of promotion, development and professional development and; (b) the existence of personal and family well-being / convenience; (3) the main factors leading to abandonment are (a) lack of organizational support and recognition of work performed; (b) lack of possibility of promotion, development and professional development and; (c) lack of personal / family well-being / convenience. Globally, the study suggests that the factors leading to permanence are very similar to those that lead to abandonment, although in reverse.