HR factors affecting repatriate job satisfaction and job attachment for Japanese managers

Abstract

With the well-established presence of the global marketplace, the need for managers who are globally competent and have knowledge about global business practices, cultures and networks is increasing. Researchers have shown that firms can acquire such knowledge through their human resources, particularly by building a cadre of repatriate managers who have been on international assignments. While it may seem obvious to assert that firms must retain these repatriates if they are to be an important internal resource for remaining globally competitive, prior studies have shown that most firms do not effectively reintegrate their repatriates, who then become dissatisfied and often leave, taking their human capital with them. Researchers have also suggested that such dissatisfaction often stems from both limited employee self-adjustment capabilities and inadequate HR practices that could otherwise help repatriates adjust and find a good fit with the firm when they return home. However, much of the research in this area has been anecdotal or based on simplistic empirical research. Consequently, this study strives to present a more rigorous look at the effect of a firm's HR practices and the repatriates' self-adjustment on their job satisfaction and job attachment. Results confirmed our hypotheses that both HR practices and the level of repatriate self-adjustment are positively associated with satisfaction and attachment.