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Introduction Repatriates , who have completed a global assignment , can help establish and expand an MNC’s international business because they possess first-hand knowledge of particular cultural contexts . They understand how the company is perceived in another country and are part of a global social network that can advance the company’s business around the world ( Downes & Thomas , 1999 ) . For these reasons , many companies view their repatriates as an important human capital investment . Despite the strategic and financial importance of repatriates , MNCs often fail to capitalize on these human investments , because many of their assignees leave the company after the assignment is completed . There are several factors that are associated with turnover among repatriates and it is possible to group the major factors that have been identified as moderators of re-entry readjustment into two categories – job-related factors and social factors. On one hand , job - related factors center around future employment prospects as a consequence of the international assignment , value being placed on the person’s international experience , coping with new role demands and the loss of status and financial benefits upon re-entry . First is career anxiety , including no post-assignment guarantee of employment , a fear that the period overseas has caused a loss of visibility and isolation and changes in the home workplace . Repatriates often encounters changes in the formal and informal information channels in the home organization , particularly if there has been widespread restructuring and downsizing . Knowledge of such changes and potential or real job loss naturally will add to the level of anxiety . Second factor is devaluating the overseas experience . This has been linked to repatriate turnover because the perceived degrading of the repatriate’s experience may be coupled with negative career progression , that is the re-entry position is a less challenging job with reduced responsibility and status . The third factor is coping with new role demands . Readjustment problems may occur because , although the repatriate is attempting to function back in the home country , his or her role conception remains influenced by that of the foreign assignment . Lastly , loss of status and pay is also a major factor . The international assignment is a form of promotion – it carries greater autonomy , a broader sense of responsibility and perhaps even a prominent role in the local community . The result is higher status . Upon return , the expatriate is expected to resume her or his position within home company – with a loss of status and autonomy . Also , compounding the problems is a loss of expatriate premiums ( Downling , P , J , 2008 ) . On the other hand , social factors which includes family adjustment , social networks and effect on partner’s career also lead to turnover among repatriates . Family must be stressed here that , where spouses , partners and children are involved , each family member is experiencing his or her own readjustment problems . A specific aspect was the effect of the international assignment upon the spouse/partner’s career , such as being re-employed and having international experience recognized ( Downling , P , J , 2008) . The above sections suggest that if the potential repatriation problems are considered , and appropriately addressed by the MNCs in advance , repatriate turnover will occur less often . In other words , organizations can affect retention rates . There are many proactive strategies can be used to contribute to repatriate retention rate , such as extended home visit to keep up with social , family and organizational changes ; reorientation programs to provide the repatriate with a briefing on changes in strategy , policies and organization ; visible and concrete expressions of the repatriate’s value to the firm ( in the form of promotion , public ceremonies or a completion bonus ) may be required to seal and reinforce this new , more globally encompassing relationship between the multinational firm and the repatriate and so on ( Caligiuri , P & Lazarova , M , 2001 , p.56-243 ) . Conclusion In conclusion , the re-entry process is a complex interaction of several factors as with cross-cultural adjustment . Job – related issues centered on career issues upon re-entry and social factors explored were loss of social standing and the accompanying loss of the expatriate lifestyle . While the organizations can affect retention rates through designing effective repatriation programs . The repatriates who perceive higher levels of organizational support have lower intentions to leave their organization (Caligiuri , P & Lazarova , M , 2001 ) . Reference Caligiuri , P & Lazarova , M , Strategic Repatriation Policies to Enhance Global Leadership Development , T . Kuhlman and G . Stahl eds , 2001 , p56-243 ; Downes , M . & Thomas , A . S. , Managing overseas assignments to build organizational knowledge . Human Resource Planning , 1999 , p33-48 ; Downling , P . J. , International Human Resource Management : Managing people in a multinational context , New Zealand , 2008 .