Authors : Veena R.; Dr. Bharath Kumar K. K.

Volume/Issue : Volume 11 - 2026, Issue 5 - May

Google Scholar : https://tinyurl.com/jv5zf2r8

Scribd : https://tinyurl.com/5xnsmk

DOI : https://doi.org/10.38124/ijisrt/26May897

Note : A published paper may take 4-5 working days from the publication date to appear in PlumX Metrics, Semantic Scholar, and ResearchGate.

Abstract : The globalization of the Information Technology (IT) sector has results in increased expatriate utilization in Indian IT firms, for providing expertise in inter-country operating procedures, knowledge transfer, and competitive edge in the global arena. The retention of expatriate employees has thus become a focal point of research, more so in the Indian IT sector where the attrition is one of the highest. This research study attempts to address these issues by highlighting the major factors leading to expatriate employee retention, specifically, cross cultural adjustment, compensation, work-life balance, and organizational support. After reviewing the existing literature and theory, this study aims to highlight how these factors affects expatriate employee retention and commitment. Although monetary benefits seem to have a significant role to play for employee retention, non-monetary factors like cross-cultural adjustment, career development and organizational support systems seem to be the ones providing a more long term sustainable solution. This study not only addresses some of the issues faced by the expatriate employees of Indian IT Firms, but also adds to the IHRM literature.

Keywords : Expatriate Retention, Indian IT Sector, Cross-Cultural Adjustment, Work-Life Balance, Compensation, Organizational Support, IHRM.

References :

1. Andresen, M., Biemann, T., & Pattie, M. (2015). What makes them move abroad? Reviewing and exploring differences between self-initiated and assigned expatriates. The International Journal of Human Resource Management, 26(7), 932–947. https://doi.org/10.1080/09585192.2013.877058.
2. Black, J. S., & Stephens, G. K. (1989). The influence of the spouse on American expatriate adjustment and intent to stay in Pacific Rim overseas assignments. Journal of Management, 15(4), 529–544. https://doi.org/10.1177/014920638901500403.
3. Dowling, P. J., Festing, M., & Engle, A. D. (2008). International human resource management: Managing people in a multinational context (5th ed.). Cengage Learning.
4. Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500–507. https://doi.org/10.1037/0021-9010.71.3.500.
5. Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2010). Multivariate data analysis (7th ed.). Pearson Education.
6. Selmer, J. (2001). Expatriate selection: Back to basics? International Journal of Human Resource Management, 12(8), 1219–1233. https://doi.org/10.1080/09585190110083702.
7. Shaffer, M. A., Harrison, D. A., & Gilley, K. M. (1999). Dimensions, determinants, and differences in the expatriate adjustment process. Journal of International Business Studies, 30(3), 557–581. https://doi.org/10.1057/palgrave.jibs.8490073.
8. Stahl, G. K., Chua, C. H., Caligiuri, P., Cerdin, J. L., & Taniguchi, M. (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. https://doi.org/10.1002/hrm.20268.