There is extensive evidence that repatriation of international assignees is not always successful. High turnoveramongst repatriating staff within two years of an assignment is regularly reported to be double the expectedturnover rate of non expatriated employees. Previous research has linked turnover to dissatisfaction of therepatriation process. The purpose of this paper is to extend existing knowledge through the examination of threetheories; uncertainty reduction, commitment and social cognitive theories whilst considering the influence ofHRM. The paper derives assumptions based on extending existing theoretical foundations to consider HRMupon the repatriation experience.