Expatriates and the concept of Flow

1

European University for Economics & Management

Eufom Luxembourg

Assignment in Module Human Resources Management

Topic:

Expatriates and the concept of Flow

Supervisor at the Eufom:

Prof. Dr. Heiko Hansjosten

Author:

Martijn Sinninghe Damsté

Grand-Duchy of Luxembourg

Matriculation: 32 89 82

February 2014 (updated March 2015)

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Table of contents

1. Introduction 3

1.1 Introduction 3

1.2 Problem definition and objective 3

1.3 Methodology and outline 4

2. Job-related problems and difficulties experienced by returning expatriates 5

2.1 The repatriation process 5

2.2 The W-curve 5

2.3 Discomforts experienced by returning expatriates 6

2.4 Factors of influence on discomfort 7

2.5 Reaction from the organization 8

2.6 Summary 9

3. The concept of flow in a working environment 10

3.1 Introduction 10

3.2 Flow on the workfloor 12

3.3 The absence of flow in the jobs of returning expatriates 14

3.3.1 Introduction 14

3.3.2 Career anxiety 14

3.3.3 Devaluing of the international experience 14

3.3.4 Coping with the new role demand and reverse culture shock 15

3.3.5 Loss of status 15

3.3.6 Loss of material benefits 15

3.3.7 Distracting effect 15

3.3.8 Autotelic personality 15

3.4 Summary 16

4. Re-achieving flow 17

4.1 Introduction 17

4.2 Possible solutions for dealing with re-entry flow-related problems 17

4.2.1 Introduction 17

4.2.2 Initiatives from the side of the company 17

4.2.3 Initiatives from the side of the employee 18

4.3 Summary 18

5. Conclusion 19

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1. Introduction

1.1 Introduction

In an increasingly globalizing environment, cross-border mobility and therewith expatriation

have become more and more common. The expatriation process can be seen as consisting of

four phases: recruitment and selection, pre-departure training, the assignment, and the

repatriation.1

Repatriation, the return of expatriates to their home country, can thus be considered the final

stage of an expatriation process. It is easy to underestimate repatriation, since after all, the

expatriate is returning home to an environment he is familiar with. It is often neglected by

practitioners, and even though many companies pay a great deal of attention to expatriate

training, they treat the subject in a relatively cavalier manner. 2

The practise is however different. Over 70 percent of the repatriates experience significant

problems regarding their re-entry. 3

These problems can cause so much discomfort, that a

significant percentage of the repatriates wishes to leave the firm. According to various studies,

these percentages can be as high a 30 percent. 4 Other sources mention 20 to 40 percent,

5 and

in one case it is even mentioned that 49 percent of the repatriates having left their company

two years after their repatriation. 6

This causes a considerable hidden cost for firms.7 This is

from the perspectives of both employer and employee highly unfortunate, since a company

can significantly reduce discomfort experienced by repatriates when re-entry preparation is

taken seriously.8 In addition, if companies are seen to deal unsympathetically with problems

faced by repatriates, other individuals may be more reluctant to accept foreign assignments.9

1.2 Problem definition and objective

Discomfort experienced by repatriates can be divided into job (professional) and social

(private or non-work related) factors. 10

The latter can also include the spouse and children of

the expatriate.11

This paper however focuses on the job-related issues in relation to repatriates.

As will be described in deeper detail further in this thesis, many job-related factors relate to

dissatisfaction in respect of the level of status and challenge in the position the repatriates

will take in the company upon their return.

An important concept in workplace satisfaction is that of flow. Flow has been be seen as the

mental state in which a person performing an activity is fully immersed in a feeling of

energized focus, full involvement, and enjoyment in the process of the activity. Flow is

1 Sheikh Abdur Rahmin (2010), p. 211.

2 Ntshona (1997), p. 39.


4 Sheikh Abdur Rahmin( 2010), p. 210-211 .

5 Gómez-Meíja, Balkin, Cardy (2012), p. 580.

6 Cigna International Expatriate Benefits news release, 10 May 2001.

7 Ntshona (1997), p. 39.

8 Szkudlarek (2008), p. 3.

9 Ntshona (1997), p. 42.



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strongly linked to the workfloor, as a job can provide a focus in the form of a clear goal, as

well as challenges.12

The absence of flow on the other hand, can cause boredom or anxiety.13

Whereas flow can be associated with satisfaction, it can be assumed that dissatisfied

employees, and thus also unhappy repatriates, are not experiencing flow. Since a sufficient

level of challenge is a condition to flow achievement14

and the dissatisfaction of repatriates is

in many cases related to a lack of challenge, this thesis seeks to research the link between

repatriation difficulties and the concept of flow.

The question this paper therefore seeks to answer is: How can job-related discomforts from

returning expatriates be mitigated by applying the concept of flow?

This question can be dissected in the following sub-questions, which will each be handled in

a separate chapter.

Which are the (job-related) problems and discomforts experienced by returning

expatriates?

How does the concept of flow function in a working environment?

How can repatriates (re-)achieve flow?

1.3 Methodology and outline

For preparing this paper resources available in libraries were used, such as books and journals.

In addition, the internet was used in order to obtain online books, documentation, statistics,

papers and other online documentation.

This paper consists of 5 chapters. Following this introduction, the second chapter will go into

the various job-related discomforts repatriates experience. The third chapter will touch on the

concept of flow on the work floor. This will be followed by a fourth chapter which describes

manners which could contribute to the re-achievement of flow by repatriates. Finally, this

paper closes with a conclusion.

12

Csikszentmihalyi (1997), p. 59. 13

The Oxford Handbook of Positive Psychology (2009), p. 94 and 95. 14

The Oxford Handbook of Positive Psychology (2009), p. 90.

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2. Job-related problems and difficulties experienced by returning

expatriates

2.1 The repatriation process

Repatriation can be seen as the final process in an expatriation process, and can be divided

into the following related phases:15

Preparation: This involves developing plans for the repatriation and the time

thereafter. The firm provides a checklist of ‘to-do’ items or gives a thorough

preparation of the employee and his family.

Physical relocation

Transition: Settling in (temporary) accommodation, making arrangements for

housing, schooling, insurance, and other administrative formalities;

Readjustment: Coping with the re-entry shock and career demands.

The readjustment phase seems to be the least understood and most poorly handled.

2.2 The W-curve

When an individual is expatriated his personal well-being undergoes swings which are

referred to as the W-curve theory. The first leg of this curve reflects the discomforts and

adaptation to the expatriation, while the second leg reflects the same with respect to the

repatriation. These phases are16

First leg

1. Euphoria: the expatriate is euphoric about his new environment;

2. Culture shock: the expatriate experiences negative surprises in his new

environment;

3. Acculturation: the expatriate learns to adapt to his new environment;

4. Stable state: the acculturation is completed successfully and the expatriate

performs his job well;

Second leg

5. Euphoria at re-entry: the returning expatriate is euphoric about his return to his

home country;

6. Re-entry shock: the former expatriate discomfort relating to his repatriation;

7. Acculturation: the former expatriate learns to re-adapt to his home country;

8. Stable state: the acculturation is completed successfully and the former expatriate

performs his job well.

15

Sheikh Abdur Rahmin (2010), p. 213. 16

Kopper, Kiechl (1997), p. 33-37.

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Figure 1: W-curve of international transition (adapted from Szkudlarek 2008)

The culture shock and the re-entry shock are the causes of discomfort. A failure to cope with

the culture shock can lead to a premature return while a failure to cope with the re-entry

shock can lead to the former expatriate leaving the organization.

2.3 Discomforts experienced by returning expatriates

As mentioned earlier, discomfort can be separated into job-related and private factors.

Although this paper focuses on job-related factors, I am of the opinion that private factors

should be at least mentioned. The reason is not only mere completeness, but also my

assumption that job-related and private factors can influence each other, and that private

considerations are important in the career choices of individuals.17

The most-mentioned job-related factors of discomfort are:18

Career anxiety and insufficient career planning: The expatriate might have become

during his sojourn less visible and isolated during his stay abroad, leading to a

neglecting of his career development by the higher management and HRM. While he

is expected to return in his old function, peers might have been promoted to higher

positions. In the worst cases there is not even a suitable position available at return.19

Illustrative is the following quote from a US repatriate: ‘I believe I would have moved

much higher if I would not have moved overseas’. A large number of returning

expatriates complained about insufficient career planning from the side of the

company, although more positive sounds can be heard as well.20

17

Private problems relating to expatriation can be re-entry shocks caused by the fact that the home country

might have changed during the absence of the expatriate, the re-establishment of social networks, re-entry

problems and difficulties at school experienced by children, and job-related problems experienced by the spouse

paralleling those mentioned in this paper. See also Sheikh Abdur Rahim 2010 p. 218-219 and Kopper, Kiechl

1997, p. 36. 18

Sheikh Abdur Rahim (2010) p. 213-217. 19

Gómez-Meíja, Balkin, Cardy (2012), 581, Kopper, Kiechl (1997), p. 36. 20

Gómez-Meíja, Balkin, Cardy (2012), p. 578 and 581.

Re-entry shock

Acculturation

Acculturation

Culture shock

Euphoria

Stable state

Euphoria Stable state

7

Devaluing the international experience: The experience finds that his international

experience is not taken into account in his career development and that his tasks do

not fit this experience. The expatriate might have expected a promotion and instead

finds out that that he is ‘overqualified’ for his job at the home office. In a survey only

12 percent of the repatriates felt that their overseas assignment had a positive effect on

their careers, although here as well there are recently some signs of improvement.21

Coping with the new role demand: This leads to readjustments problems. The

returning expatriate has to deal with the mismatch between expectations and the

reality. In addition, his perception of the job might have been influenced by his

assignment abroad. Moreover, the organization might have changed during the period

he was away. Strongly linked to this is the reverse culture shock.22

Living and

working another culture can lead to adjustment to the local norms and customs, in

private as well as on the workfloor. Returning to the country of origin can cause

alienation, a sense of uprootedness and even disciplinary problems. Such reverse

culture shock can be experienced by up to 80 percent of the returning expatriates.23

Loss of status: The international assignment of the expatriate does usually provide a

greater degree of autonomy, power, prestige and responsibility, and is therefore seen

as a promotion. Upon return, especially in the job the expatriate performed before his

assignment, he feels being ‘demoted’ to just another employee. This status reversal

affects over three quarters of the returning expatriates.24

An Australian expatriate

described it as ‘going back from being a big fish in a small pond to being a small fish

in a big pond’.25

Loss of material benefits: Expatriates are usually offered a salary allowing them to

live on a higher scale than in their home country. They might find it difficult to lose

these benefits and to return to the more models scale of living they had before their

expatriation.26

2.4 Factors of influence on discomfort

Every person is different. Therefore every repatriate experiences the re-entry shock in his or

her own manner. There is however an indication possible of certain factors which can

influence the discomfort experienced in the re-entry shock, being the following:

21

Gómez-Meíja, Balkin, Cardy (2012), p. 580. 22

The terms ‘re-entry shock’ and ‘reverse culture shock’ are often used as synonyms, however, in the view of

the author this is not (entirely) correct. The re-entry shock refers to all negative aspects encountered at

repatriation, while the reverse culture shock is narrower and only applies to the cultural aspects. It might be an

idea to make a similar distinction between the terms ‘culture shock’ and ‘entry shock’. 23



Sheikh Abdur Rahim (2010) p. 217. 26

An indirect loss of material benefits can occur when the spouse has to give up his or her job. Even if the

company compensates this, it is possible that on return the spouse will be unable to find a (fitting) job. This can

create a decrease in income. See also Meija, Balkin, Cardy (2012), p. 587.

8

Personal variables:27

Gender: Men experience re-entry differently from women.

Age: the older the expatriate is, the less discomfort he experiences.

Personality: a person’s character can influence his capacity to handle re-entry

stress.

Religion: Expatriates from a strictly religious society can have difficulties with

rigid norms after having experienced more liberal values.

Marital status: The supporting role of a partner mitigates re-entry stress.

Prior intercultural experiences seem to have a positive effect on the ability to

cope with re-entry stress.

Situational variables:28

Length of the sojourn: A longer periods abroad causes usually more stress on

re-entry than short periods;

Cultural distance: If there is a larger cultural difference between the two

environments, the culture as well as the re-entry shock are heavier;29

Time since return: the more time passes, the more the returning expatriate

adapts and the less stress he experiences;

Contact with home-country individuals during the expatriation can reduce re-

entry stress;30

Housing conditions: As mentioned earlier, returning from a luxurious to a

more modest lifestyle can cause distress.

2.5 Reaction from the organization

In addition there if often little understanding from the side of the company or Human

Resources Department. The company expects the returning expatriate to ‘hit the ground

running’ and is mostly interested in productivity.31

The management or Human Resources

department often have no experience with international transfers,32

and therefore do not

understand the problem. Even where repatriation training is offered, the subject is either not

taken seriously enough33

or the organization has a hidden agenda.34

27

Szkudlarek (2008), p. 33-35. 28

Szkudlarek (2008), p. 35-38. 29

Although cultural distance falls outside of the scope of this paper, a lot on this subject in HR context has been

written by the Dutch professor Geert Hofstede. 30

It should be mentioned that not the frequency but the quality is the most influential in this aspect. In addition,

contacts with home-country individuals do not necessarily need to be in person: internet communication such as

e-mail can be also satisfying. See Szkudlarek 2008, p. 39. Online messengers and video conferencing can be

very suitable for this purpose. 31

Szkudlarek (2008), p. 39. 32

Szkudlarek (2008), p. 107. 33

Ntshona (1997), p. 39. 34

Szkudlarek in an interview with Radio Nederland Wereldomroep, 29 October 2008. Szkudlarek mentioned

the case of a trainer who was paid to ‘pep’ the employee in order for him to stay with the organization, while the

employee was told the training was about intercultural adjustment. Not only are there ethic objections against

this, it will make it difficult for a trainer to provide an effective training. In addition, in the view of the author

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2.6 Summary

As touched upon in the introduction, a large number of repatriates experiences discomfort,

the so-called ‘re-entry shock’. This discomfort is caused by job-related and private factors.

This chapter has focused on job-relating factors causing discomfort and identified a number

of factors, showing that the discomfort eventually culminating in an ‘exodus’ of former

expatriates is backed by a number of factors. Every repatriate experiences the discomforts

associated by the re-entry shock in his own way, however, there are a number of variables

which can decrease or increase the effect of the re-entry shock. Given the large number of

repatriates reporting problems and the large number who eventually leave the organization

within 2 years after their repatriation, the author believes that the ‘re-entry shock’ is a major

problem which needs serious attention indeed.

there is a good chance the employee will see through this himself, leading to damage to the relation between

employer and employee.

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3. The concept of flow in a working environment

3.1 Introduction

Flow, defined by Csikszentmihalyi, can be seen as complete absorption in what one does.

This leads to a subjective state in which one experiences the following characteristics: 35

Intense and focused concentration on what one is doing in the present moment;

Merging of action and awareness;

Loss of reflective self-consciousness;

A sense that one can control ones actions;

Distortion of temporal experience (‘time flies’);

Experience of the activity as intrinsically rewarding (autotelic experience).

One operates at full capacity and experiences satisfaction. However, in order to achieve such

state, the following three conditions must be fulfilled.36

1. Perceived challenges or opportunities for action that stretch (neither overmatching nor

underutilizing existing skills); providing a sense that one is engaging challenges at a

level appropriate to one’s capacities;

2. Clear proximate goals;

3. Immediate feedback about the progress that is being made.

Shaffer proposed in 2013 the following conditions: 37

1. High perceived skills

2. High perceived challenges

3. Knowing what to do

4. Knowing how to do it

5. Knowing how well you are doing

6. Knowing where to go

7. Freedom from distractions

In the author’s view, Schaffer’s conditions largely overlap with Csikszentmihalyi’s, with the

exception of condition 7 stating that one should be free from distractions. Distractions

(professional or private) interrupt attention and therewith concentration. In the author’s view

it is logical that it is difficult or even impossible to reach flow (thus to become absorbed in a

task) if one is (constantly) distracted.

35

Csikszentmihalyi (1975), p. 61-74. 36

The Oxford Handbook of Positive Psychology (2009), p. 90 37

Shaffer (2013), p. 4

11

HIGH

Anxiety

Boredom

HIGH

Figure 2: The original model of the flow state. Flow is experienced when opportunities for action are in balance

with the actor’s perceived skills. Adapted from Csikszentmihalyi (1975), p. 75 and 80. The arrow reflects one’s

progress. In the beginning challenges outbalance the skills leading to anxiety. However, one learns and the skills

increase, leading to a balance between challenge and skills and thus the potential to achieve flow. When skills

increase further they will outbalance challenge leading to boredom, after which one starts looking for new

challenges etc.

The figure above shows that the skills and level of challenges needed to match them in order

to achieve flow progress in time. It is therefore not a static but a dynamic process. A task

which is considered challenging can be boring to that same person three years later.

Ch

alle

nge

s

Skills

12

Figure 3: The current extended model of the flow state. Flow is experienced when perceived challenges and

skills are above the actor’s average levels; when they are below, apathy is experienced. The middle point

symbolizes the actor’s average level of challenges and skills; the larger the distance of an experience from this

point, the stronger the experience. Adapted from The Oxford Handbook of Positive Psychology (2009), p. 96

When one reaches flow, it will lead to an encouragement to persist and to return to the

activity. It leads to increased commitment, achievement, the growth of skills, and increased

self-esteem. In addition to intrinsic positive outcomes, there are also indications that it

increases one’s ability to handle negative situations in daily life. 38

This experience is subjective, and some persons have a greater need for flow than others.

Certain individuals have a higher tendency to undertake activities for the sake of doing them:

they have a so-called autotelic personality (from Greek αὐτο (‘self’) and τέλος (‘goal’)).

They have several metaskills or competencies which enable them to achieve flow and remain

in it.39

3.2 Flow on the workfloor

As mentioned earlier, a job environment is a suitable place to achieve flow because a job can

provide a focus in the form of a clear goal, as well as challenges. If we adjust the concept to a

working environment, we can suspect that an employee in flow is committed, productive and

has a high self-esteem. Over time skills will increase.

38

The Oxford Handbook of Positive Psychology (2009), p. 96. 39


http://upload.wikimedia.org/wikipedia/commons/f/f6/Challenge_vs_skill.svg

13

Work is however not always fun; what needs to be done needs to be done. It can therefore be

that the amount of challenge does not match the employee’s skill. Figure 4 shows the

different outcomes of mental state when the individual has to perform tasks requiring levels

of skills and offering certain challenges.

Figure 4: Quality of experience in each flow quadrant for a national sample of American adolescents (n=824).

Adapted from The Oxford Handbook of Positive Psychology, p. 97. SK = Skills, CH = Challenges

Figure 4 shows for a sample of U.S. adolescents the quality of experience at these different

levels, measured by concentration, importance for future goals, self-esteem, enjoyment and

wish to be doing the activity. It shows that only in the high challenges/high skills quadrant,

which can be seen as the ‘flow’ quadrant, all values are positive, and the levels of

concentration, importance and self-esteem peak.

The high challenges/low skills quadrant can be associated with large amounts of standard

work under high pressure. Concentration and feeling of importance are high but all other

factors are low: ‘work is work and somebody has to do it’.

The low challenges/high skills quadrant can be seen as the relaxation quadrant, and

associated with socializing and eating.40

Concentration and sense of importance are low, but

other self-esteem, enjoyment and the wish to do the activity are high. On a job, one can think

about social activities with colleagues.

40


-0.5

-0.4

-0.3

-0.2

-0.1

0

0.1

0.2

0.3

0.4

0.5

0.6

High CH, lowSK

High CH, highSK

Low CH, highSK

Low CH, lowSK

Concentration

Importance for future goals

Self-esteem

Enjoyment

Wish to be doing the activity

14

The low challenges/low skills quadrant relates to chores and passive leisure. This quadrant is

associated with apathy and boredom.41

On the job, one can think of a situation where there is

either insufficient or unchallenging work or both. All parameters are negative.

Autotelic individuals tend to be the happiest in the high challenges/high skills quadrant and

the least happy in the low challenges/low skills quadrant. Research amongst students showed

that autotelic students had more well-defined future goals and reported more positive

cognitive and affective states. Non-autotelic persons did not find the apathy condition

aversive.42

3.3 The absence of flow in the jobs of returning expatriates

3.3.1 Introduction

Now that we have ventured the concept of flow, we will make an attempt to hold this concept

against the discomfort experienced by returning expatriates. This will be done by applying

the three conditions for achieving flow (challenge, immediate feedback and a clear goal) to

the five discomfort factors identified in the previous chapter, and to see whether this factor in

some way disturbs the conditions to achieve flow.

3.3.2 Career anxiety

As we have seen many repatriates are disappointed that the sojourn seemingly caused a

slowdown in career development vis-à-vis other colleagues. That would not necessarily

prevent an employee from receiving challenge on his tasks, which remain the same regardless

of how colleagues proceed. However, if an employee sees that peers have progressed while

he has not, despite the challenging international sojourn, this can be seen as a negative

feedback. In addition, in my view the condition of a clear approximate goal is disrupted: as

there was no attention to career development while he was away and Human Resources and

his management are merely interested in his productivity, he might have the feeling his career

is not going anywhere.

3.3.3 Devaluing of the international experience

In many cases an employee is expected to return to his old job and become productive

immediately, as this was what he did before his sojourn and the company might not see his

international experience as relevant to that. However, while the employee was abroad, he

however did grow and expand his skills. It is very plausible that a job that was challenging to

him 4 years ago is no longer challenging upon his return. His central focus as in Figure 3 has

moved to the top right and the job might go from the ‘flow’ into the ‘relaxation’ or ‘boredom’

octant. Therefore, this devaluation of international experience results in a lack of challenge

matching the employee’s improved skills.

41

The Oxford Handbook of Positive Psychology (2009), p. 97. 42

The Oxford Handbook of Positive Psychology (2009), p. 98-99.

15

3.3.4 Coping with the new role demand and reverse culture shock

If an organization has changed during one’s absence, this means that a returning expatriate

needs time to get accustomed to the new situation and corporate culture. Having to (re-)invest

time in this and thus in a certain sense ‘starting all over again’ can be seen as negative

feedback.

3.3.5 Loss of status

Many expatriates enjoy a large degree of autonomy, and thus many discretionary authorities.

When returning to the home office, many of these authorities are lost, simply because there is

a higher or another manager charged with his specific task. This means as well that the

employee will no longer perform tasks he might conceive challenging such as Human

Resources Management, facilities, sales and marketing, contacts with the authorities, etc.

These tasks can be seen as challenging and the loss of these tasks can be seen as a loss of

challenge. In addition, the loss of status can be seen as a negative feedback. Loss of status can

therefore harm both the challenge and the feedback conditions for achieving flow.

3.3.6 Loss of material benefits

As flow is a mental rather than a material concept, it can in the author’s view be assumed that

the loss of material benefits is not directly linked to flow.43

3.3.7 Distracting effect

In all discomfort aspects, including the loss of material benefits and to a certain extent in the

view of the author even private re-entry problems, can have a distracting effect and therefore

via this indirect way disturb flow. Although not specifically mentioned by Csikszentmihalyi

as a condition which might disrupt flow, it is in the view of the author difficult to imagine an

employee achieving flow while he is constantly worrying about his career, missing his

beautiful house abroad or pondering re-entry problems of his spouse or children.

3.3.8 Autotelic personality

As we have seen, it is mostly autotelic persons who have a desire to achieve flow and who

are more inclined to try to achieve this. Non-autotelic persons have fewer problems with

lower levels of challenge.

It is however likely that many (possibly the majority) of repatriates are autotelic. Selection

takes place on a number of criteria, with a high emphasis on technical (job-related) skills and

a domestic track record, as well as motivation.44

45

In addition, these individuals will be

expected to work independently and it should therefore expected that they are selected for

ability to take initiatives themselves. Although empirical data in this aspect are lacking, in the

author’s view these are strong indications that many, if not most, of the expatriates are indeed

43

Material benefits are however often status symbols as well. In that case the loss of these benefits can be seen

as negative feedback; however, this was already mentioned in 3.3.4. In addition, as mentioned in 3.3.7, loss of

material benefits can indirectly create distraction, thus keeping the employee out of his concentration,

preventing him from achieving flow. 44

Chew (2004), p. 3 and 7. 45

Gómez-Meíja, Balkin, Cardy (2012), p. 579.

16

autotelic. This means that achieving flow on their jobs is important to them and that they

have a tendency to seek challenges matching their skills.

3.4 Summary

Flow is an important factor in achieving satisfaction on a job. This chapter goes into the

question whether there is indeed a correspondence between a possible lack of flow and the

high level of discomfort associated with the re-entry shock. In subchapter 3.3 we have seen

that this can be indeed the case for many job-related discomfort factors. If the returning

expatriate does not achieve flow, we can see that following chapter 3.2 and figure 4, he will

not experience situations where all mentioned parameters (concentration, importance, wish to

be doing the activity, self-esteem and enjoyment) are positive. In other words, it eliminates an

important factor contributing to enjoyment at work (the ‘salt in the meat’) and there will be

constantly a feeling of discomfort.

It this persists too long it can indeed be possible that the employee wishes to leave the

organization. In fact, as there are, following 3.3.8, strong indications that (many or most)

expatriates are autotelic, they might decide that if they cannot have a sufficient level of flow

and therewith satisfaction in their jobs with their current employee, they might very well

leave to obtain it somewhere else.

17

4. Re-achieving flow

4.1 Introduction

Since the foregoing chapters suggest that indeed a link exists between flow and re-entry

shock, this chapter attempts to find some remedies which could increase the possibility for

repatriates to achieve flow. Again, this paper intends to focus on the job-related factors only,

without denying that private re-entry shocks can be as harmful to one’s mental state as job-

related ones.

4.2 Possible solutions for dealing with re-entry flow-related problems

4.2.1 Introduction

In fact, a lot has been written about the possibilities for the repatriate and the company to deal

with re-entry shocks. It is not the intention of this paper to repeat such suggestions, but

merely to hold them against the light of the concept of flow and to see if these suggestions

can be of use for an employee to re-achieve flow. Again, this is done by applying the

conditions for achieving flow: challenge, feedback and a goal.

4.2.2 Initiatives from the side of the company

An organization can do many things to smoothen a transition.

Maintaining a direct and frequent line of contact with the expatriate in order for him

or her to remain part of the company’s mainstream. As mentioned earlier, contact

with home country individuals can have a mitigating effect on re-entry stress and in

the author’s view this should apply both in a private and a professional context.

Nowadays, distance communication can occur in a quick, direct and cheap way, for

example via online messengers, e-mail and video conferencing systems. Another

possibility could be to let the expatriate return to the home office for short periods

occasionally or on specified intervals.46

Maintaining contact can be useful in

mitigating all forms of discomfort. In addition, in the case of beginning discomfort, it

can be identified and therefore dealt with quicker and in an earlier stage. It requires a

minimum effort and can generate a large effect.

Providing repatriation training is often mentioned in the literature. Repatriation

training can prepare the employee for discomforts, culture shock and a changed

organization, and teach him how to handle them. As we have seen in subchapter 2.5

many organizations already provide such training, but do not achieve the necessary

results as the training is not taken seriously enough. It is therefore recommended that

such training truly focuses, on the problems experienced by the repatriates and is used

as a serious way to solve them. Also, in the view of the actor it should be noted that

training on itself is not enough. Some, if not most of the job-related problems are

related to career planning and cannot be simply solved with a training. The employee

would expect the expatriation to have a positive effect on his career, and if a company

is not willing to back words by deeds, the training might not be taken seriously.

46

Gómez-Meíja, Balkin, Cardy (2012), p. 587.

18

The company should give a strategic purpose for the relocation. This will not only

create a challenge and clear goal after the repatriation in order to achieve flow, but

also provide an excellent source of information and experience for the company. 47

Such purpose can be embedded in the career plan of the repatriate, in which the

international experience should be recognized and valuated.48

If possible and wished

by both sides it might be an option to prepare the repatriate for another or permanent

international assignment. If the employee is provided with a career plan matching his

acquired international skills, it will help to overcome the lack of challenge, feedback

and goal resulting from career anxiety, coping with the new role, and devaluation of

the international experience.

At the moment of expatriation it should already be clear how long the expatriation

will take and what the position and approximate career path of the expatriate will be

upon his return.49

Although it falls largely outside of the scope of this paper, distractions can keep an

employee from achieving flow. This includes private distraction. Therefore, an

organization should not only provide support to the repatriate, but also to the spouse

and family where possible. That could include training for the whole family, or

assisting the spouse in finding a new job.50

4.2.3 Initiatives from the side of the employee

One can bring the horse to the water, but one cannot force the horse to drink. Although the

company can take many initiatives, it also requires an effort from the expatriate to make the

transit as smooth as possible. The company can of course encourage the expatriate into taking

such positive action. One can think about the following.

Maintaining contact has already been mentioned in the previous sub-chapter; however,

the expatriate should also be open to this. 51

Keeping professional knowledge up-to-date,52

and combining this with the obtained

international skills in order to be interesting candidates for higher positions within the

organization.53

4.3 Summary

This chapter proposes some suggestions to the organization and employee which might

mitigate the discomfort experienced by the returning expatriate on the workfloor. These

suggestions aim to help the employee re-achieve flow in order to re-achieve satisfaction and a

better level of productivity.

47





Sheikh Abdur Rahmin (2010), p. 220-221. 52


Kopper, Kiechl (1997), p. 39.

19

Not only the organization but also the employee could contribute to this. After all, re-

achieving flow is also in the employee’s interest and changing jobs is a big step which

employees would also not take lightly.

An employee who achieves flow regularly at the workplace will experience satisfaction and

the feeling he wants to continue doing the task or job, and will be less likely to leave the

organization.

20

5. Conclusion

The re-entry shock experienced by repatriates is often underestimated. Repatriates experience

several forms of discomfort, of which this paper focused on job-relating factors. These

factors are career anxiety, devaluation of the international experience, coping with the new

role demand, loss of status and loss of material benefits.

These discomforts can in some cases indeed disrupt one or more conditions for achieving

flow, therewith preventing a repatriate from achieving flow. In addition to this, the

discomfort in itself (rather than the reason) can be a factor disturbing flow, as well as a

potential ‘overflowing’ of discomforts from the private or family sphere. This can indeed

result in a repatriate leaving the company, especially if he is autotelic. In that case he will

actively pursue challenges, and if he cannot have them, he will search them somewhere else.

An organization can do a lot to resolve this. In my view the focus of the HR policy for

returning expatriates must be taking their job-related discomforts seriously and providing a

strategic purpose for the expatriation, rather than expecting them to continue their careers

exactly at the same point as where they left. A clear career path needs to be drawn, already

taking into account the career after repatriation before his expatriation. Ideally the position of

the employee on his return should be already clear at the moment of his expatriation.

Repatriation training can ease the reverse culture shock. Assistance and training offered to

spouse and family can decrease private problems, and therewith distraction from these

problems.

Meanwhile however, the knife cuts both ways. An employee can keep his or her professional

knowledge up-to-date. As this is in his or her own interest, it could be assumed that, perhaps

with some encouragement from HR, the employee (especially the autotelic employee) will

take this into his own hand.

From both perspectives and in all aspects, a good quality and clear communication between

the expatriate and the home office is of crucial importance. Communication is nowadays even

over large distances cheap, easy and low-threshold and can have a positive effect on virtually

all aspects of discomfort. Thus, with only a small effort one can already achieve a large effect.

These aspects can, as seen in the schedule below, form remedies against a lack of challenge,

feedback or goal, in order for the repatriate to re-achieve flow. As flow is associated with

commitment, satisfaction, and productivity, it can be within the line of expectations that an

expatriate who (re-)experiences flow often enough, will be happy with his job and is less

likely to leave the organization than one who does not achieve this. This will be also in the

interest of the organization who keeps an employee with valuable experience, and therefore a

win-win situation.

21

Figure 6: Table showing all job-related factors of discomfort experienced by returning expatriates, their

negative influence on each condition for the achievement of flow, and potential solutions (own work).

Challenge Feedback Goal Distraction Possible solutions

Career anxiety x

x x

Maintaining contact

Repatriation training

Strategic purpose

Clear advance planning

Devaluating international experience x

x

Maintaining contact


Strategic purpose


Coping with new role demand / Re-entry shock x

x

Maintaining contact


Loss of status x x

x

Maintaining contact


Strategic purpose


Loss of material benefits

x N/A

22

Bibliography

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http://origin.rnw.nl/nederlands/article/terugkeer-expats-veronachtzaamd?quicktabs_1=0

http://origin.rnw.nl/nederlands/article/terugkeer-expats-veronachtzaamd?quicktabs_1=0

http://www.tobiasreijngoud.nl/index.php?227

Expatriates and the concept of Flow

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