Exploring Talent Management in India: The Neglected Role of Intrinsic Rewards.
The challenge of global talent management is critical to firm success. Even with the global economic slowdown of 2008 and 2009, there are continuing challenges in attracting, managing, and retaining talent, especially in the developing regions of the world where economic activity has outpaced the av...
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2010
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Exploring Talent Management in India: The Neglected Role of Intrinsic Rewards. Tymon Jr., Walter G. Stumpf, Stephen A. Doh, Jonathan P. The challenge of global talent management is critical to firm success. Even with the global economic slowdown of 2008 and 2009, there are continuing challenges in attracting, managing, and retaining talent, especially in the developing regions of the world where economic activity has outpaced the availability of skilled employees. To examine this situation, we develop and test a model of talent management across 28 Indian firms involving 4811 professional-level employees. The intrinsic rewards experienced are a critical element in employee retention, satisfaction with the organization, and career success. We explored four antecedents of intrinsic rewards: the social responsibility of the employer, pride in the organization, manager support, and performance management (PM). We found support for the importance of intrinsic rewards as a mediating variable, as well as for the moderating role of certain hygiene factors. Our research suggests multinational, international, and national employers may have non-pecuniary mechanisms to promote retention and employee satisfaction, even in challenging labor market environments. We conclude by proposing implications for research and global HRM practices. 2010 Villanova Faculty Authorship vudl:175802 Journal of World Business 45, 2010, 109-121. en |
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Exploring Talent Management in India: The Neglected Role of Intrinsic Rewards. |
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Tymon Jr., Walter G. Stumpf, Stephen A. Doh, Jonathan P. |
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The challenge of global talent management is critical to firm success. Even with the global economic
slowdown of 2008 and 2009, there are continuing challenges in attracting, managing, and retaining
talent, especially in the developing regions of the world where economic activity has outpaced the
availability of skilled employees. To examine this situation, we develop and test a model of talent
management across 28 Indian firms involving 4811 professional-level employees. The intrinsic rewards
experienced are a critical element in employee retention, satisfaction with the organization, and career
success. We explored four antecedents of intrinsic rewards: the social responsibility of the employer,
pride in the organization, manager support, and performance management (PM). We found support for
the importance of intrinsic rewards as a mediating variable, as well as for the moderating role of certain
hygiene factors. Our research suggests multinational, international, and national employers may have
non-pecuniary mechanisms to promote retention and employee satisfaction, even in challenging labor
market environments. We conclude by proposing implications for research and global HRM practices. |
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2010 |
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Journal of World Business 45, 2010, 109-121. |
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en |
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Tymon Jr., Walter G. Stumpf, Stephen A. Doh, Jonathan P. |
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Tymon Jr., Walter G. Stumpf, Stephen A. Doh, Jonathan P. Exploring Talent Management in India: The Neglected Role of Intrinsic Rewards. |
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Tymon Jr., Walter G. Stumpf, Stephen A. Doh, Jonathan P. |
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Journal of World Business 45, 2010, 109-121. |
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Exploring Talent Management in India: The Neglected Role of Intrinsic Rewards. |
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The challenge of global talent management is critical to firm success. Even with the global economic
slowdown of 2008 and 2009, there are continuing challenges in attracting, managing, and retaining
talent, especially in the developing regions of the world where economic activity has outpaced the
availability of skilled employees. To examine this situation, we develop and test a model of talent
management across 28 Indian firms involving 4811 professional-level employees. The intrinsic rewards
experienced are a critical element in employee retention, satisfaction with the organization, and career
success. We explored four antecedents of intrinsic rewards: the social responsibility of the employer,
pride in the organization, manager support, and performance management (PM). We found support for
the importance of intrinsic rewards as a mediating variable, as well as for the moderating role of certain
hygiene factors. Our research suggests multinational, international, and national employers may have
non-pecuniary mechanisms to promote retention and employee satisfaction, even in challenging labor
market environments. We conclude by proposing implications for research and global HRM practices. |
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Exploring Talent Management in India: The Neglected Role of Intrinsic Rewards. |
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Exploring Talent Management in India: The Neglected Role of Intrinsic Rewards. |
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Exploring Talent Management in India: The Neglected Role of Intrinsic Rewards. |
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Exploring Talent Management in India: The Neglected Role of Intrinsic Rewards. |
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Exploring Talent Management in India: The Neglected Role of Intrinsic Rewards. |
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exploring talent management in india: the neglected role of intrinsic rewards. |
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