Global Talent Retention: Understanding Employee Turnover Around the World
Through extensive research Global Talent Retention: Understanding Employee Turnover Around the Worldaddresses the need for turnover theory and research to give more careful consideration to global and cross-cultural perspectives on employee retention, and includes contributions from a global range o...
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| Main Authors | , |
|---|---|
| Format | eBook Book |
| Language | English |
| Published |
Bingley
Emerald Publishing Limited
2021
Emerald Publishing |
| Edition | 1 |
| Series | Talent management |
| Subjects | |
| Online Access | Get full text |
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| Abstract | Through extensive research Global Talent Retention: Understanding Employee Turnover Around the Worldaddresses the need for turnover theory and research to give more careful consideration to global and cross-cultural perspectives on employee retention, and includes contributions from a global range of scholars. |
|---|---|
| AbstractList | Through extensive research Global Talent Retention: Understanding Employee Turnover Around the Worldaddresses the need for turnover theory and research to give more careful consideration to global and cross-cultural perspectives on employee retention, and includes contributions from a global range of scholars. |
| Author | Vardaman, James M. (Professor of management) Allen, David G. (David Gray) |
| Author_xml | – sequence: 1 fullname: Allen, David G. (David Gray) – sequence: 2 fullname: Vardaman, James M. (Professor of management) |
| BackLink | https://cir.nii.ac.jp/crid/1130290942801835171$$DView record in CiNii http://www.econis.eu/PPNSET?PPN=1764138244$$DView this record in ZBW - Deutsche Zentralbibliothek für Wirtschaftswissenschaften |
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| Copyright | Copyright © 2021 Emerald Publishing Limited |
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| Editor | Vardaman, James M. Allen, David G. |
| Editor_xml | – sequence: 1 givenname: David G. surname: Allen fullname: Allen, David G. organization: Neeley School of Business, Texas Christian University USA – sequence: 2 givenname: James M. surname: Vardaman fullname: Vardaman, James M. organization: Fogelman College of Business, University of Memphis USA |
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| Notes | Includes bibliographical references and index |
| OCLC | 1271383945 |
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| PublicationPlace | Bingley |
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| PublicationSeriesTitle | Talent management |
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| Snippet | Through extensive research Global Talent Retention: Understanding Employee Turnover Around the Worldaddresses the need for turnover theory and research to give... |
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| SubjectTerms | Employee retention Employee retention. fast (OCoLC)fst00909053 Hochqualifizierte Arbeitskräfte Labor turnover Labor turnover. fast (OCoLC)fst00990239 Mitarbeiterbindung Personalmanagement Personnel -- Rétention Welt |
| TableOfContents | Need for Theoretical Framing -- Directions for Future Research -- Public and Private - A Difference of Outlook -- Turnover and Its Link to Community Ties -- Turnover - How Much and When? -- Need to Focus on Actual Turnover -- References -- Turnover in South Africa: The Effect of History -- 1. Introduction -- 2. The Evolution of the South African Institutional, Legal, and Cultural Context and How it Affects Employee Mobility -- 2.1. Nation-building and the Inherited Dual Labor Market (Apartheid to 1998) -- 2.1.1. Background. Context matters, and turnover and retention in South Africa are still shaped by the country's history of Apartheid, and the struggle to shake off its legacy. Apartheid was a policy based on separating race groups in society generally, i -- 2.2. Theorizing the Implications of the Dual Labor Market -- 2.3. Economic Growth and the War for Talent (1999-2007) -- 2.3.1. Background. It took some time before the ANC was able to pass legislation to achieve redress. Signaling their importance to the South African electorate, the South African Constitution and a new Labor Relations Act were among the first new pieces o -- 2.3.2. Theorizing Employee Mobility in an Era of Growth and the War for Talent. One of the consequences of the imbalance between the need for and availability of skilled candidates was that equity candidates (as previously disadvantaged groups were refer -- 2.4. A Downturn and the Flight of Talent (2008-2017) -- 2.4.1. Background. A number of negative events happened around 2008. Even before the global financial crisis, South Africa experienced the first of more than a decade of rolling blackouts by the national energy provider, ESKOM in November 2007. In Decembe 2.4.2. Theorizing an Era of Downturn and the Flight of Talent. The downturn led to companies reducing hiring and, in many cases, laying off employees. Pull factors that influence the turnover position are those external to the individual and are driven pr -- 2.5. Disillusionment With the State and a Fragile Engagement (2018 to Present) -- 2.5.1. Background. At the end of 2015, President Zuma replaced the respected Minister of Finance, Nhlanhla Nene, with a little-known Member of Parliament linked to alleged corruption, a move that was widely seen as a turning point in South Africa (Mathekg -- 2.5.2. Theorizing an Era of Fragile Engagement. The most recent era in South Africa is characterized by regular large shocks, mostly in the form of economic and internal shocks. Internal shocks have been felt especially strongly at firms that have been mi -- 3. Comparing and Contrasting the Mechanisms and Processes in Prominent Extant Turnover Theories with the South African Reality -- 4. Future Directions for Turnover Research in South Africa -- 5. Conclusions -- References -- Index Intro -- Half Title Page -- Series Page -- Title Page -- Copyright Page -- Contents -- List of Contributors -- Contributor Biographies -- Global Talent Retention: Understanding Employee Turnover Around the World -- An Institution-based View of Turnover -- Contributions in this Volume -- Conclusion -- References -- Turnover and Retention in the United Kingdom: Change, Uncertainty and Opportunity -- Introduction -- The Voluntary Turnover Model (Modified for the United Kingdom): Brief Summary -- United Kingdom -- Turnover, retention and employment. Unofficial figures suggest that the UK average attrition rate is around 15% (Frith, 2017 -- Monster, 2019). This compares favorably with a national turnover rate of around 18% in Australia and 20.1% in the United States ( -- Section 1: Turnover Drivers -- Organizational Factors -- Employment Law and Employment Precarity -- Immigration and Brexit -- Section 2: The Effect of National Culture on Turnover -- Section 3: Shocks -- Section 4: Alternative Opportunities -- Section 5: Job Embeddedness -- Conclusion -- References -- The Contextualization of Employee Retention Research in China -- The Macro-level Aspects of China -- Employee Retention Research in China: An Overview -- Indigenous Phenomena and Implications for Contextualization -- Hukou -- Communities in China -- Migrant Workers -- State-owned Enterprises -- Prioritization of Family Benefits -- Guanxi -- Conclusion and Future Research Directions in China -- References -- Culture, Labor Market, and Employee Turnover in South Korea: Taking Stock and Moving Forward -- Institutional Environment in South Korea -- Review of Employee Turnover Research in South Korea -- The Role of Job Satisfaction -- The Role of Job Embeddedness -- How Culture is Related to Employee Turnover in South Korea Future Research Directions for Employee Turnover Research in South Korea -- Calls for More Studies on Actual Employee Turnover -- Theory Development in South Korea -- Intergenerational Workforces and Employee Turnover -- Conclusion -- References -- Globalization and Employee Turnover: The Case of Bulgaria -- 1. Introduction -- 2. Overview of the Bulgarian Context in a Globalizing World -- 2.2. Economic Context: Outsourcing and Turnover -- 2.3. Institutional Context: Patchwork Capitalism and Turnover -- 2.4. Cultural Context: Dissolving Collectivism and Turnover -- 3. Discussion -- References -- Voluntary Employee Turnover: The Stepchild of German HR and Organizational Psychology Research -- Introduction -- Turnover in Germany: Some Facts -- Labor Market Background -- Players and Institutions -- Labor Law -- Industry and Firm Structures -- National Culture -- Intermediate Summary -- Literature Review of Turnover Research in Germany -- Desirability and Ease of Movement -- Intermediate Linkages Model -- Unfolding Model -- Job Embeddedness -- Additional Findings -- Chapter Summary and Implications -- References -- Employee Turnover and Retention in Mexico and Latin America -- Introduction -- The Importance of Studying Employee Turnover in Mexico -- Background of Mexico -- Overview of Turnover Research Applied to Mexico -- Alternative Job Opportunities -- Work-Life Conflict -- Peer Group Relations -- Pay -- Organizational Climate -- Leadership -- Rewards Offered -- Future Directions for Research -- Conclusion -- References -- Voluntary Turnover in the Spanish Cultural and Institutional Context -- Introduction -- The Spanish Institutional Context -- High Employment Protection Legislation and the Dual Labor Market -- High Unemployment -- High Unemployment Benefits -- Centralized Collective Bargaining -- GDP Sectoral Distribution High Power Distance and High in-group Collectivism -- Literature Review of Turnover Studies in Spain -- Prior Research on the Institutional Setting and Mobility -- Prior Research on Voluntary Turnover: A Much Less Investigated Phenomenon -- Relevant Mechanisms and Processes of Turnover in the Spanish Labor Market -- Discussion and Future Research -- Investigating Different Types of Turnover -- Exploring Organizational Outcomes: Functional Versus Dysfunctional Turnover -- Studying Alternative Employee Outcomes -- Understanding the Effects of Cultural Differences -- Identifying the Role of Different Management Practices -- Collecting Longitudinal Data and Matched Employer-employee Information to Perform Rigorous, Systematic Analyses -- References -- Employee Turnover in Turkey -- 2. Literature Review of Turnover Studies Published in the Turkish Context -- 2.1. Generalizability Studies -- 2.2. Contextualized Studies -- 3. Future Research Directions -- 4. Conclusion -- References -- Turnover in Denmark: Between "Flexicurity" and Collective Voice -- 1. Introduction -- 2. Turnover in Denmark: Figures and Trends -- 3. The Role of Context in Turnover in Denmark -- 3.2. Legal Context -- 3.3. Cultural Context -- 3.4. Empirical Work on the Role of Context in (Voluntary) Turnover in Denmark -- 4. Discussion -- 4.1. Implications for Research -- 4.2. Implications for Policy and Practice -- 4.3. Conclusion -- References -- Employee Turnover in India: Insights from the Public-Private Debate -- Introduction -- Contextualizing Employee Mobility in India -- The Institutional Context -- The Legal Context -- The Cultural Context -- Turnover Studies in the Indian Context -- Literature Analysis -- Employee Turnover Phase I (Before 1991) -- Employee Turnover Phase II (1991-2000) -- Employee Turnover Phase III (2001-2010) -- Employee Turnover Phase IV (2011-2020) |
| Title | Global Talent Retention: Understanding Employee Turnover Around the World |
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