Expatriate managers and the psychological contract.

Abstract

The authors investigate employer practices toward expatriate managers and how those practices relate to retention-relevant outcomes (e.g., organizational commitment, intent to quit, and intent to return early to a domestic assignment). The psychological contract is investigated as a mediator of this relationship. A model in which the psychological contract mediates the relationship between organizational practices and retention-relevant outcomes is empirically constructed. The authors also refine the construct of the psychological contract and report managers' experiences as expatriates