The turnover intention of repatriates in the IT sector requires immediate attention due to the rapid rise of India as a global market. To survive in an environment of cut-throat competition, organizations are required to have a proper understanding of the reasons for repatriate turnover in the IT sector and of the solutions to overcome this problem. Factors such as repatriate adjustment, job satisfaction, and organizational commitment are the key to understand the intentions for repatriate turnover. The primary objective of this study was to compare the role of organizational commitment as a mediator and as an independent variable for explaining the intent to leave. Feedback from IT repatriates in Indian organizations were generated. The items of the questionnaires were adapted from various previous studies to generate the relevant data. Data was generated from a sample of 273 respondents. Appropriate tools were employed for the purpose of refining and analysis of data. Study findings supported that organizational commitment role as a mediator is more important than as an independent variable in explaining the intentions of repatriate regarding the turnover. The study will provide useful insights to the practitioners and policymakers in understanding the process of repatriate adjustment and, hence, can assist in reducing the turnover intentions among the repatriates. Indian IT sector faces considerable high attrition. It has been observed that employees after returning from their foreign assignments find it difficult to readjust and thereafter eventually quit the organization. The turnover intention of repatriation in the IT sector requires immediate attention to arrest this kind of attrition. There is a paucity of studies focusing on turnover intention of repatriates in the Indian context. This study aims to fill that gap.
AbramisD. J. (1994). Work role ambiguity, job satisfaction, and job performance: Meta-analyses and review. Psychological Reports, 75(3, Suppl.), 1411–1433.
2.
AdlerN. J. (1981). Re-entry: Managing cross-cultural transitions. Group & Organization Studies, 6(3), 341–356.
3.
AllenN. J., & MeyerJ. P. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63(1), 1–18.
4.
AngleH. L., & PerryJ. L. (1981). An empirical assessment of organizational commitment and organizational effectiveness. Administrative Science Quarterly, 26(1), 1–14.
5.
BalfourD. L., & WechslerB. (1996). Organizational commitment: Antecedents and outcomes in public organizations. Public Productivity & Management Review, 19(3), 256–277.
6.
BarakM. E., NisslyJ. A., & LevinA. (2001). Antecedents to retention and turnover among child welfare, social work, and other human service. Social Service Review, 75(4), 625–661.
7.
BatemanT. S., & StrasserS. (1984). A longitudinal analysis of the antecedents of organizational commitment. Academy of Management Journal, 27(1), 95–112.
8.
BirurS., & MuthiahK. (2013). Turnover intentions among repatriated employees in an emerging economy: The Indian experience. The International Journal of Human Resource Management, 24(19), 3667–3680.
9.
BlackJ. S., GregersenH. B., & MendenhallM. E. (1992). Toward a theoretical framework of repatriation adjustment. Journal of International Business Studies, 23(4), 737–760.
10.
BlauG., & BoalK. (1989). Using job involvement and organizational commitment interactively to predict turnover. Journal of Management, 15(1), 115–127.
11.
BrewerA. M., & LokP. (1995). Managerial strategy and nursing commitment in Australian hospitals. Journal of Advanced Nursing, 21(4), 789–799.
12.
BuchananB. (1974). Building organizational commitment: The socialization of managers in work organizations. Administrative Science Quarterly, 533–546.
13.
BycioP., HackettR. D., & AllenJ. S. (1995). Further assessments of Bass’s (1985)conceptualization of transactional and transformational leadership. Journal of Applied Psychology, 80(4), 468.
14.
CoetzeeM., SchreuderD., & TladinyaneR. (2007). Organisational commitment and its relation to career anchors. Southern African Business Review, 11(1), 65–86.
15.
ColarelliS. M., DeanR. A., & KonstansC. (1987). Comparative effects of personal and situational influences on job outcomes of new professionals. Journal of Applied Psychology, 72(4), 558.
16.
DalessioA., SilvermanW. H., & SchuckJ. R. (1986). Paths to turnover: A reanalysis and review of existing data on the Mobley, Horner, and Hollingsworth turnover model. Human Relations, 39(3), 245–263.
17.
DeckerP. J., & BorgenF. H. (1993). Dimensions of work appraisal: Stress, strain, coping, job satisfaction, and negative affectivity. Journal of Counseling Psychology, 40(4), 470.
18.
DeCotiisT. A., & SummersT. P. (1987). A path analysis of a model of the antecedents and consequences of organizational commitment. Human Relations, 40(7), 445–470.
19.
DowlingP. J., & SchulerR. S. (1994). International dimensions of human resource management. PWS Kent Publishing.
20.
DunhamR. B., GrubeJ. A., & CastanedaM. B. (1994). Organizational commitment: The utility of an integrative definition. Journal of Applied Psychology, 79(3), 370.
21.
EtzioniA. (Ed.). (1961). Complex organizations: A sociological reader. Holt, Rinehart and Winston.
22.
FolgerR., & KonovskyM. A. (1989). Effects of procedural and distributive justice on reactions to pay raise decisions. Academy of Management Journal, 32(1), 115–130.
23.
GregersenH. B., & BlackJ. S. (1995). Keeping high performers after international assignments: A key to global executive development. Journal of International Management, 1(1), 3–31.
24.
GriffethR. W., & HomP. W. (1988). A comparison of different conceptualizations of perceived alternatives in turnover research. Journal of Organizational Behavior, 9(2), 103–111.
25.
GriffethR. W., & HomP. W. (1995). The employee turnover process. Research in Personnel and Human Resources Management, 13(3), 245–293.
26.
GriffethR. W., HomP. W., & GaertnerS. (2000). A meta-analysis of antecedents and correlates of employee turnover: Update, moderator tests, and research implications for the next millennium. Journal of Management, 26(3), 463–488.
27.
GruskyO. (1966). Career mobility and organizational commitment. Administrative Science Quarterly, 10(4), 488–503.
28.
HarveyM. G. (1989). Repatriation of corporate executives: An empirical study. Journal of International Business Studies, 20(1), 131–144.
29.
HendrixW., RobbinsT., MillerJ., & SummersT. P. (1999, April). Procedural and distributive justice effects on turnover. Paper presented at the Annual Meeting of the Society for Industrial and Organizational Psychology, Atlanta, GA.
30.
JermierJ. M., & BerkesL. J. (1979). Leader behavior in a police command bureaucracy: A closer look at the quasi-military model. Administrative Science Quarterly, 24(1), 1–23.
31.
KatzD., & KahnR. L. (1978). The social psychology of organizations (Vol. 2, p. 528). Wiley.
32.
KieslerC. A. (1971). The psychology of commitment: Experiments linking behavior to belief. Academic Press.
33.
KnoopR. (1994). Work values and job satisfaction. The Journal of Psychology, 128(6), 683–690.
34.
KPMG. (2017). Global assignment policies & practices survey. https://assets.kpmg/content/dam/kpmg/xx/pdf/2016/10/global-assignment-policies-and-practices-survey-2016.pdf
35.
LeeT. W., & MaurerS. D. (1999). The effects of family structure on organizational commitment, intention to leave and voluntary turnover. Journal of Managerial Issues, 11(4), 493–513.
36.
O’SullivanS. L. (2002). The protean approach to managing repatriation transitions. International Journal of Manpower, 23(7), 597–616.
37.
MarsdenP. V., KallebergA. L., & CookC. R. (1993). Gender differences in organizational commitment: Influences of work positions and family roles. Work and Occupations, 20(3), 368–390.
38.
MathieuJ. E., & ZajacD. M. (1990). A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin, 108(2), 171.
39.
McFarlinD. B., & SweeneyP. D. (1992). Distributive and procedural justice as predictors of satisfaction with personal and organizational outcomes. Academy of Management Journal, 35(3), 626–637.
40.
MeyerJ. P., & AllenN. J. (1997). Commitment in the workplace: Theory, research, and application. SAGE Publications.
41.
MeyerJ. P., BobocelD. R., & AllenN. J. (1991). Development of organizational commitment during the first year of employment: A longitudinal study of pre- and post-entry influences. Journal of Management, 17(4), 717–733. 10.1177/014920639101700406
42.
MorganL. O., NieW., & YoungS. T. (2004). Operational factors as determinants of expatriate and repatriate success. International Journal of Operations & Production Management, 24(12), 1247–1268.
43.
MowdayR. T., PorterL. W., & SteersR. (1982). Organizational linkage: The psychology of commitment, absenteeism and turnover. Organizational and Occupational Psychology, 10(3), 2008.
44.
MowdayR. T., SteersR. M., & PorterL. W. (1979). The measurement of organizational commitment. Journal of Vocational Behavior, 14(2), 224–247.
45.
NaumannE. (1992). A conceptual model of expatriate turnover. Journal of International Business Studies, 23(3), 499–531.
46.
O’SullivanS. L. (2002). The protean approach to managing repatriation transitions. International Journal of Manpower, 23(7), 597–616.
47.
PaikY., SegaudB., & MalinowskiC. (2002). How to improve repatriation management: Are motivations and expectations congruent between the company and expatriates?International Journal of Manpower, 23(7), 635–648.
48.
PenleyL. E., & GouldS. (1988). Etzioni's model of organizational involvement: A perspective for understanding commitment to organizations. Journal of Organizational Behavior, 9(1), 43–59.
49.
PriceJ. L. (1977). The study of turnover. Iowa State University Press.
50.
PriceJ. L., & MuellerC. W. (1981). A causal model of turnover for nurses. Academy of Management Journal, 24(3), 543–565.
51.
RhodesS. R., & SteersR. M. (1981). Conventional vs. worker-owned organizations. Human Relations, 34(12), 1013–1035.
52.
RobbinsS. P. (1998). Organizational behavior: Concepts, controversies, and applications. Prentice Hall.
53.
RoodtG., & KotzeK. (2005). Factors that affect the retention of managerial and specialist staff: An exploratory study of an employee commitment model. SA Journal of Human Resource Management, 3, 48-55. http://dx.doi.org/10.4102/sajhrm.v3i2.65
54.
SalancikG. R., & PfefferJ. (1977). An examination of need-satisfaction models of job attitudes. Administrative Science Quarterly, 22(3), 427–456.
55.
Schwepker JrC. H. (2001). Ethical climate’s relationship to job satisfaction, organizational commitment, and turnover intention in the salesforce. Journal of Business Research, 54(1), 39–52.
56.
ScullionH. (1994). Staffing policies and strategic control in British multinationals. International Studies of Management & Organization, 24(3), 86–104.
57.
StahlG. K., ChuaC. H., CaligiuriP., CerdinJ. L., & TaniguchiM. (2009). Predictors of turnover intentions in learning driven and demand driven international assignments: The role of repatriation concerns, satisfaction with company support, and perceived career advancement opportunities. Human Resource Management, 48(1), 89–109.
58.
SteersR. M. (1977). Antecedents and outcomes of organizational commitment. Administrative Science Quarterly, 22(1), 46–56.
59.
ThomasL. T., & GansterD. C. (1995). Impact of family-supportive work variables on work–family conflict and strain: A control perspective. Journal of Applied Psychology, 80(1), 6.
60.
TungR. L. (1984). Strategic management of human resources in the multinational enterprise. Human Resource Management, 23(2), 129–143.
61.
UdoG. J., GuimaraesT., & IgbariaM. (1997). An investigation of the antecedents of turnover intention for manufacturing plant managers. International Journal of Operation & Production Management, 17(9), 912–930.
62.
WilliamsL. J., & HazerJ. T. (1986). Antecedents and consequences of satisfaction and commitment in turnover models: A reanalysis using latent variable structural equation methods. Journal of Applied Psychology, 71(2), 219.
63.
WongC. S., WongY. T., HuiC., & LawK. S. (2001). The significant role of Chinese employees’ organizational commitment: Implications for managing employees in Chinese societies. Journal of World Business, 36(3), 326–340.
