Pride and professionals: retaining talent in emerging economies
Purpose - The effectiveness of HR programs developed to curb turnover of new professionals has rarely been subject to rigorous examination as to their success and applicability across cultures. To address this issue, we undertook a study in India to examine professional perceptions of the effectiven...
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| Veröffentlicht in: | The Journal of business strategy 2011-09, Vol.32 (5), p.35-42 |
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| container_title | The Journal of business strategy |
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| creator | Doh, Jonathan P. Smith, Richard R. Stumpf, Stephen A. Tymon, Walter G. |
| description | Purpose - The effectiveness of HR programs developed to curb turnover of new professionals has rarely been subject to rigorous examination as to their success and applicability across cultures. To address this issue, we undertook a study in India to examine professional perceptions of the effectiveness of their organization's talent-management efforts.Design methodology approach - A random sample of 9,301 individuals (4,811 responded) from 28 companies involving 32 operating entities in India voluntarily participated in this study. Of the respondents 2,723 were new professionals. Actual turnover data for the participants was obtained a year after the initial survey.Findings - Performance management, professional development, manager support, and socially responsible actions had a positive relationship with pride in and satisfaction with the organization. A lack of pride in and a lack of satisfaction with the organization have a strong relationship with new professionals' intention to leave and subsequent turnover.Research limitations implications - Organizations can increase the retention of professional talent through their HR practices and actions which increase the individual's pride in and satisfaction with the organization. Although several steps were taken to achieve a high response rate, and tests on the results provided evidence against a response bias, caution is required. Because this research was conducted exclusively in India we suggest additional research be done in other country settings.Practical implications - The paper discusses performance-management, professional development, manager support, and social responsibility actions companies can take to increase retention of professional talent.Originality value - This paper discusses a large sample research study in India on four key organizational practices affecting retention of professional talent. The scope of the research using a large sample in India provides unique value on this topic. |
| doi_str_mv | 10.1108/02756661111165453 |
| format | Article |
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To address this issue, we undertook a study in India to examine professional perceptions of the effectiveness of their organization's talent-management efforts.Design methodology approach - A random sample of 9,301 individuals (4,811 responded) from 28 companies involving 32 operating entities in India voluntarily participated in this study. Of the respondents 2,723 were new professionals. Actual turnover data for the participants was obtained a year after the initial survey.Findings - Performance management, professional development, manager support, and socially responsible actions had a positive relationship with pride in and satisfaction with the organization. A lack of pride in and a lack of satisfaction with the organization have a strong relationship with new professionals' intention to leave and subsequent turnover.Research limitations implications - Organizations can increase the retention of professional talent through their HR practices and actions which increase the individual's pride in and satisfaction with the organization. Although several steps were taken to achieve a high response rate, and tests on the results provided evidence against a response bias, caution is required. Because this research was conducted exclusively in India we suggest additional research be done in other country settings.Practical implications - The paper discusses performance-management, professional development, manager support, and social responsibility actions companies can take to increase retention of professional talent.Originality value - This paper discusses a large sample research study in India on four key organizational practices affecting retention of professional talent. 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To address this issue, we undertook a study in India to examine professional perceptions of the effectiveness of their organization's talent-management efforts.Design methodology approach - A random sample of 9,301 individuals (4,811 responded) from 28 companies involving 32 operating entities in India voluntarily participated in this study. Of the respondents 2,723 were new professionals. Actual turnover data for the participants was obtained a year after the initial survey.Findings - Performance management, professional development, manager support, and socially responsible actions had a positive relationship with pride in and satisfaction with the organization. A lack of pride in and a lack of satisfaction with the organization have a strong relationship with new professionals' intention to leave and subsequent turnover.Research limitations implications - Organizations can increase the retention of professional talent through their HR practices and actions which increase the individual's pride in and satisfaction with the organization. Although several steps were taken to achieve a high response rate, and tests on the results provided evidence against a response bias, caution is required. Because this research was conducted exclusively in India we suggest additional research be done in other country settings.Practical implications - The paper discusses performance-management, professional development, manager support, and social responsibility actions companies can take to increase retention of professional talent.Originality value - This paper discusses a large sample research study in India on four key organizational practices affecting retention of professional talent. 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Smith, Richard R. ; Stumpf, Stephen A. ; Tymon, Walter G.</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c357t-409310b344ae0fa8fa1b85d2ed40bd566056190db9027d0fad91ddf9d330de2c3</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2011</creationdate><topic>Analysis</topic><topic>Business enterprises</topic><topic>Company business management</topic><topic>Company personnel management</topic><topic>Emerging markets</topic><topic>Employee turnover</topic><topic>Employees</topic><topic>Human resource management</topic><topic>Knowledge management</topic><topic>Labor economics</topic><topic>Labor market</topic><topic>Labour turnover</topic><topic>Leadership</topic><topic>Management</topic><topic>Managers</topic><topic>Perceptions</topic><topic>Performance management</topic><topic>Professional development</topic><topic>Professionals</topic><topic>Retention</topic><topic>Skills</topic><topic>Social responsibility</topic><topic>Strategic management</topic><topic>Studies</topic><topic>Success</topic><topic>Talent management</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Doh, Jonathan P.</creatorcontrib><creatorcontrib>Smith, Richard R.</creatorcontrib><creatorcontrib>Stumpf, Stephen A.</creatorcontrib><creatorcontrib>Tymon, Walter G.</creatorcontrib><collection>CrossRef</collection><collection>Global News & ABI/Inform Professional</collection><collection>Trade PRO</collection><collection>ProQuest Central (Corporate)</collection><collection>ABI/INFORM Collection</collection><collection>ABI/INFORM Global (PDF only)</collection><collection>Health & Medical Collection</collection><collection>ProQuest Central (purchase pre-March 2016)</collection><collection>Medical Database (Alumni Edition)</collection><collection>ProQuest Pharma Collection</collection><collection>Hospital Premium Collection</collection><collection>Hospital Premium Collection (Alumni Edition)</collection><collection>ProQuest Central (Alumni) (purchase pre-March 2016)</collection><collection>ProQuest Central (Alumni Edition)</collection><collection>ProQuest Central UK/Ireland</collection><collection>eLibrary</collection><collection>ProQuest Central</collection><collection>Business Premium Collection</collection><collection>ProQuest One Community College</collection><collection>ProQuest Central Korea</collection><collection>Health Research Premium Collection</collection><collection>ABI/INFORM Global (Corporate)</collection><collection>Health Research Premium Collection (Alumni)</collection><collection>ProQuest Business Collection</collection><collection>DELNET Management Collection</collection><collection>ProQuest Health & Medical Complete (Alumni)</collection><collection>ABI/INFORM Professional Advanced</collection><collection>ABI/INFORM Professional Standard</collection><collection>ABI/INFORM Global</collection><collection>Health & Medical Collection (Alumni Edition)</collection><collection>Medical Database</collection><collection>Telecommunications Database</collection><collection>ProQuest One Business</collection><collection>ProQuest One Academic Eastern Edition (DO NOT USE)</collection><collection>ProQuest One Academic</collection><collection>ProQuest One Academic UKI Edition</collection><collection>ProQuest Central Basic</collection><jtitle>The Journal of business strategy</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Doh, Jonathan P.</au><au>Smith, Richard R.</au><au>Stumpf, Stephen A.</au><au>Tymon, Walter G.</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Pride and professionals: retaining talent in emerging economies</atitle><jtitle>The Journal of business strategy</jtitle><addtitle>Journal of Business Strategy</addtitle><date>2011-09</date><risdate>2011</risdate><volume>32</volume><issue>5</issue><spage>35</spage><epage>42</epage><pages>35-42</pages><issn>0275-6668</issn><eissn>2052-1197</eissn><coden>JBSTDK</coden><abstract>Purpose - The effectiveness of HR programs developed to curb turnover of new professionals has rarely been subject to rigorous examination as to their success and applicability across cultures. To address this issue, we undertook a study in India to examine professional perceptions of the effectiveness of their organization's talent-management efforts.Design methodology approach - A random sample of 9,301 individuals (4,811 responded) from 28 companies involving 32 operating entities in India voluntarily participated in this study. Of the respondents 2,723 were new professionals. Actual turnover data for the participants was obtained a year after the initial survey.Findings - Performance management, professional development, manager support, and socially responsible actions had a positive relationship with pride in and satisfaction with the organization. A lack of pride in and a lack of satisfaction with the organization have a strong relationship with new professionals' intention to leave and subsequent turnover.Research limitations implications - Organizations can increase the retention of professional talent through their HR practices and actions which increase the individual's pride in and satisfaction with the organization. Although several steps were taken to achieve a high response rate, and tests on the results provided evidence against a response bias, caution is required. Because this research was conducted exclusively in India we suggest additional research be done in other country settings.Practical implications - The paper discusses performance-management, professional development, manager support, and social responsibility actions companies can take to increase retention of professional talent.Originality value - This paper discusses a large sample research study in India on four key organizational practices affecting retention of professional talent. The scope of the research using a large sample in India provides unique value on this topic.</abstract><cop>Boston</cop><pub>Emerald Group Publishing Limited</pub><doi>10.1108/02756661111165453</doi><tpages>8</tpages></addata></record> |
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| subjects | Analysis Business enterprises Company business management Company personnel management Emerging markets Employee turnover Employees Human resource management Knowledge management Labor economics Labor market Labour turnover Leadership Management Managers Perceptions Performance management Professional development Professionals Retention Skills Social responsibility Strategic management Studies Success Talent management |
| title | Pride and professionals: retaining talent in emerging economies |
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