A pioneering study involving UC Davis researchers sheds light on the underexplored dynamics of boomerang employees — those who return to former employers. The findings suggest that while boomerangs offer invaluable organizational benefits, their reintegration can be fraught with challenges, particularly in receiving peer support.
In today’s fluid job market, where career changes are common, little is known about the impact of rehiring former employees, also known as “boomerang” workers. However, a groundbreaking study by a team of researchers from the University of California, Davis, Bocconi University and Paderborn University aims to fill this gap.
The study, published in the journal Organization Science, suggests that while boomerang employees bring significant advantages to their organizations through their prior knowledge, experience and team familiarity, their return can also create complex dynamics.
“Effectiveness at work often depends on getting assistance from peers,” co-author Gina Dokko, a professor at UC Davis’s Graduate School of Management, said in a news release. “Our work shows boomerangs give more than they get.”
To investigate these dynamics, the researchers examined careers in the National Basketball Association (NBA), where player movement between teams is meticulously documented. The NBA, which experiences nearly 50% player turnover each season, provided rich data for the study. Specifically, 17% of players who leave a team eventually return, making it an ideal environment for analysis. Previous studies have shown that the prevalence of boomerang employees in various sectors ranges from 10% to 20%.
The research team examined NBA data from 1996 to 2019 and included historic data starting from 1970 to capture initial employment experiences.
The study included anecdotal evidence highlighting the relational priorities of boomerang players, such as NBA All-Star Tyson Chandler. Upon rejoining the Dallas Mavericks after three years, Chandler remarked, “I’m a more mature player, understanding the moment. A lot more confident. First time I came through I was really trying to establish myself and find my place, but I understand what I bring to my team.”
The NBA’s team-oriented and interdependent environment makes it a suitable analogy for many business settings, the researchers noted. Despite the professional and high-stakes nature of the league, the study found that existing team members tend to be less helpful to returning colleagues.
This reluctance could stem from various emotional factors, including resentment over the boomerang’s initial departure, which might have disrupted team dynamics. Additionally, if a boomerang’s status improved while they were away, this could further complicate their reintegration.
To delve deeper into this issue, the researchers observed that the longer a boomerang had initially spent with a team, the less help they received upon return, especially if the team’s performance suffered following their departure. This indicates that past disruptions continue to influence current behaviors.
These findings underscore the nuanced nature of workplace dynamics involving boomerang employees. They highlight the need for organizations to develop strategies to better integrate returning employees and foster a supportive environment that maximizes their potential contributions.