Boomerang employees—previous employees who return to an organization after an absence—offer unique value in the talent pool, representing external employees with internal job experience. Utilizing a sample from a professional services firm in the United States, we draw from the literature on talent management and renegotiated psychological contracts to compare the compensation, satisfaction, commitment, and performance of boomerangs to similar employees who never left the firm. We find that reentry yields improvements in compensation, satisfaction, and organizational commitment for boomerangs relative to matched internal employees. Archival analysis of hours worked reveals that boomerangs spend significantly more hours on extra‐role projects rather than in‐role billable client hours. Boomerang performance is, however, on par with that of matched internal employees who never left the firm. Implications for adopting a boomerang talent management strategy and the renegotiation of disrupted psychological contracts are discussed.

中文翻译：

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再次问好：回旋镖员工管理人才

回旋镖员工（以前的员工在缺席后返回组织）在人才库中提供了独特的价值，代表具有内部工作经验的外部员工。我们使用美国一家专业服务公司的样本，从人才管理和重新谈判的心理合同的文献中进行了比较，比较了飞旋镖与从未离开公司的类似员工的报酬，满意度，承诺和绩效。我们发现，相对于匹配的内部员工，再入对于回飞镖的薪酬，满意度和组织承诺都有改善。对工作时间的档案分析表明，回旋镖在角色外项目上花费的时间明显多于角色内可计费客户小时。但是，回旋镖的表现是 与从未离开公司的内部员工相匹配。讨论了采用飞旋镖人才管理策略的含义以及重新协商已中断的心理契约的含义。