Talent management in China and India: A comparison of management perceptions and human resource practices

Talent management motives and practices in an emerging market: A comparison between MNEs and local firms

“…Context specific research has recently focused on India and China (Hartmann et al, 2010, Teagarden et al, 2008, Illes et al, 2010, Budhwar, 2012, Cooke et al, 2014, Chadee and Raman, 2012, Oman (Sidani & Al Ariss, 2014), Vietnam (Kim et al, 2012), Spain (Valverde et al, 2013), Poland, (Skuza et al, 2013), France (Chabault et al, 2012) and Germany (Festing et al, 2013). However, despite these numerous studies, there remains a need to examine further the contextual nature of TM and the prevalence of diverse TM practices within organizations (Dries, 2013b, Dries, 2013a, Festing et al, 2013, Illes et al, 2010, Sidani & Al Ariss, 2014, and TM practices in emerging market economies (Cooke et al, 2014, Farndale et al, 2010. Sparrow et al (2014) stress the need to consider the global context in furthering our understanding of the conceptualisation and operationalization of TM and that recruiting and retaining talented labour is becoming increasingly difficult within emerging markets.…”

“…Instead, the paper explains how the different perspectives of institutional theory can be used to understand both the motives for TM and its subsequent practice and thus develop a more nuanced understanding of TM systems. Second, a lacuna exists in our understanding of TM in emerging market economies (Dries, 2013a, Festing et al, 2013, Sidani & Al Ariss, 2014, Cooke et al, 2014, Farndale et al, 2010 where the retention of talented labour is becoming increasingly difficult . This paper makes a contribution in filling this gap.…”

“…While informing talented individuals of their special status as 'talent' has a motivational effect (Björkman et al, 2013), a pools approach to TM can create inequitable systems, widening pay differentials, overemphasizing individual performance while promoting the talent of a few key individuals within the business (Mellahi & Collings, 2010, Guthridge et al, 2008, Ashton et al, 2010. Delong and Vijayaraghavan (2003) and Cooke et al (2014) warn of the negative impacts exclusive TM systems can cause and the danger inherent in ignoring their emotional effects. The positions approach advocated by Becker and Huselid (2006) suggests that organizations make disproportional investments in those positions that add to the competitive advantage of the firm -ensuring the role of a differentiated HRM architecture (Lepak & Snell, 1999), but the challenge for all organizations, especially those that are distributed globally, is the issue of internal equity and consistent performance management (Minbaeva & Collings, 2013).…”

“…A complex array of TM practices and systems supports RBV theory in that they help to produce and sustain specific resource characteristics, yet from an institutional perspective, local firms have a specific advantage in that social capital is an inherent feature of the system itself -individuals are pre-socialised and employees work within an organization that is embedded within the social system. Local firms will therefore have indigenous systems that reflect employee expectations (Saini & Budhwar, 2004, Doh et al, 2014 and these enduring social systems will make it hard for MNEs to transfer their TM practices (Cooke et al, 2014). As TM is contingent upon corporate strategy, labour market supply, governmental initiatives and institutional drivers (Chabault et al, 2012, Iles, 2013, Joyce & Slocum, 2012, it is important to consider the idiosyncrasies of Turkey's operating environment.…”

What do we know about cross-country comparative studies in HRM? A critical review of literature in the period of 2000-2014

“…Given the increasing challenges to talent management, more studies may be conducted to identify what talents need in specific societal context and likely industrial-based variations in these needs. One HRM topic that has been under-examined but is highly relevant to individuals and organizations is compensation and benefits, which play an important role in talent retention in high workplace benefits countries like China and India (Cooke et al, 2014), in spite the perceived superior value of intrinsic rewards over monetary incentives by HRM/OB scholars.…”