| Summary: | <p> International assignment experiences assist personnel over time by helping them acquire new business skill sets, global perspectives, and essential intermediate- and advanced-level cross-cultural competencies, which collectively benefit all stakeholders. The purpose of this study was to explore the impact of organizational culture, compensation practices, and job designations during the American expatriate’s career process to maximize retention rates within the Saudi nonacademic local-clientele training sector. The cultural dimensions theory, the model for expatriate selection, and the model for expatriate training framed this study. A qualitative multiple-case research methodology featured a 10-question survey and a 10-question interview with 15 American expatriates representing 11 Saudi organizations. Themes were developed for each research question. Findings for less experienced expatriates showed more career development opportunities and leadership from experienced section managers were needed. Findings for more experienced expatriates showed more active employment policy adaptations were needed. The findings of this study suggested retention is impacted significantly when American expatriates are valued, encouraged to grow career prospects, and inspired to recruit additional personnel to accept foreign mission assignments. A ten-phase career process (TPCP) was developed to identify the exact phase expatriates considered departure. The results of this research will assist organizational decision makers and support level personnel in understanding the most urgent requirements and provide insight into techniques to properly support expatriates most efficiently and cost-effectively. </p><p>
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