Key factors influencing Korean expatriates' and spouses' perceptions of expatriation and repatriation

Abstract

Lack of satisfaction with repatriation has been identified as one of the major causes for high turnover of employees returning from international assignments. Extant literature emphasises the importance of organisational training and mentoring, career advancement, and family and spouse support throughout expatriation and repatriation. In the current study we explored factors influencing Korean employees' and spouses' perceptions of expatriation and repatriation. The study involved semi-structured, in-depth interviews with 15 Korean expatriates and spouses, currently on assignment in Australia. The research is important in that, as Korea is Australia's fourth largest overall trading partner and Korean companies employ expatriates in managing their Australian operations, understanding factors which determine willingness of Korean expatriates to relocate to Australia is integral to Korean companies' position in the Australian economy. The findings provide three significant contributions. First, Confucian values affect Korean employees' willingness to expatriate and repatriate, in that their decision is largely influenced by requests from superiors. Second, Korean employees perceive that traditional expatriate training and mentoring are no longer as necessary given advances in technology. Third, Korean employees' decisions to expatriate and repatriate are affected by perceptions of impact on their children's education. The research highlights aspects particular to Korean expatriation and in so doing provides potentially valuable insights into Korean values regarding, and approaches to, international work.

Repatriation and the Psychological Contract: A Saudi Arabian Comparative Study

“…Other studies have revealed that repatriates often develop a negative attitude toward their organization when they perceive a lack of support upon their return (Nery-Kjerfve & McLean, 2012), which consequently influences job satisfaction (Cho et al, 2012). The high turnover rates amongst repatriates in some studies Yan et al, 2002) supports these ideas in so far as they have been explained as indicators of the failure of organizations to effectively manage employees' expectations, leading to perceptions that the organization has failed to fulfill its implicit promises.…”

Managing Successful Overseas Assignments in Malaysia: Social Competencies, Emotional Competencies, Job Performance and Cultural Adjustment

“…Lee and Kartika (2014) found that social capital could enhance the success of expatriate adjustment which could further influence expatriate performance. Past research had shown that social interaction and relationships during global assignments were one of the critical predictors of cultural adjustment (Lee, 2005;Aycan, 1997;Caligiuri & Lazarova, 2002). The involvement of expatriates in social activities in the host country rather than only work related activities enhanced their abilities to adjust effectively (Liu & Lee, 2008).…”

A Study of the Effects of Organizational Support on Organizational Learning based on Knowledge Management

“…Ishimaru (2013) indicated that employees would enhance the trust in the organization as well as change their attitudes and behaviors when presenting a positive perception of organizational policies, programs and practice. Cho et al (2013) mentioned that the more active attitude of an organization promoting learning, the employees, under the long-term, would devote to the organization to result in a thick learning climate in the organization, which would be slowly be stabilized in employees' minds and be considered as the essential condition for being the organizational member, to further enhance the perception of the organization and present beneficial behaviors to the organization. Accordingly, the following hypothesis is proposed in this study:…”

“…Referring to Cho, Hutchings, and Marchant (2013), the sources of organizational learning in this study contain information gathering, information transmission, and information sharing and analysis.…”

“…Referring to Cho et al (2013), the source of organizational learning contains information gathering, information transmission, and information sharing and analysis. The overall reliability coefficient of information gathering is 0.84 and information transmission 0.89 and information transmission 0.91.…”