exploring talent management in india

Exploring talent Exploring talent management in India: The management in India: The neglected role of intrinsic neglected role of intrinsic

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Background

The challenge of global talent management is critical to firm success

During 2008 and 2009- continuing challenges in attracting, managing, and retaining talent, specially in the developing regions of the world

Background The journal develops and test a model of

talent management across 28 Indian firms involving 4811 professional-level employees

It explored four antecedents of intrinsic rewards: the social responsibility of the employer pride in the organization manager support and performance management (PM)

Objective The objective of this paper is:

- To explore talent management in India and- To focus on the role of intrinsic rewards in

contributing to employee satisfaction with their organization, career success and intention to leave.

Talent Management

Intrinsic Intrinsic RewardsRewardsIntrinsic Intrinsic RewardsRewards

Pride In Organization

Socially Responsible Employer

Manager Support

Performance Management Practices

Intention To LeaveIntention To Leave

Satisfaction With Organization

Satisfaction With Organization

Career SuccessCareer Success

Exploring talent management in India: The neglected role of intrinsic rewards

Sample Employees(28 companies out of 32) Employee sample characteristics

(Demographic factors) Gender Length of the service Educational level Responsibility level


Measure Internal consistency(cronbach Alpha value) Regression analysis

Factor analysis 3 points scale (1: not satisfied,2:satisfied ,3:very

satisfied; Hygiene factors, Career success) Likert-scale(7 points scale; Socially responsible

employer, Manager support, Pride in the organization, Performance management practices, Intrinsic rewards, Satisfaction with the organization, Intention to leave)


Descriptive analysis(effect perceptions of intrinsic rewards)

Employee perceptions of how socially responsible their employers

Pride Manager support provided PM practices


ResultsStrongly supported socially responsibleemployer perceptions predict pride in the organization

Strongly supported socially responsibleemployer perceptions predict pride in the organization

Supportedintrinsic rewards related positively tosatisfaction with the organization and career success

Supportedintrinsic rewards related positively tosatisfaction with the organization and career successNot supported

intrinsic rewards to intention to leave wasas an indirect effect

Not supportedintrinsic rewards to intention to leave wasas an indirect effect


Result Employees satisfaction with their hygiene factors the relationship of intrinsic rewards to career

success is strong and positive

Employees dissatisfaction with their hygiene factors

there is a weak and non-significant relationship between intrinsic rewards and career success

In the absence of satisfaction with hygiene factors

a stronger sense of intrinsic rewards has no effect on the employees’ sense of career success

Findings and Analysis

Findings and Analysis

Hygiene factors had no relationship with the intension to leave

Limitations of the Study

exploring talent management in india

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