ABSTRACT
In the context of human resource management repatriation is most frequently defined as brining individuals from their international assignment location back to their home organization. As many expatriate topics, repatriation started attracting critical mass of attention in the mid- to late 1980s. Early studies examined repatriation adjustment and satisfaction but invariably linked the two constructs to retention. By and large they described repatriation as a fairly disheartening experience – with repatriates facing many professional and adjustment challenges and companies struggling with repatriate turnover. The research also implied that the turnover problem was due largely to poor management of the repatriation process on behalf of organizations.
