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

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
Socially Responsibl e Employer
Pride In Organization Intention To Leave

Manager Support

Intrinsic Rewards

Satisfaction With Organizatio n

Performance Managemen t Practices

Career 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

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

Measure

Internal consistency(cronbach Alpha value) Regression 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)

Factor analysis

Exploring talent management in India: The neglected role of intrinsic rewards Descriptive analysis(effect perceptions of intrinsic rewards)

Employee perceptions of how socially responsible their employers Pride Manager support provided PM practices

Exploring talent management in India: The neglected role of intrinsic rewards Results
Strongly supported socially responsible Supported employer perceptions intrinsic rewards predict pride in the related positively to organization satisfaction with the organization and career success Not supported intrinsic rewards to intention to leave was as an indirect effect

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

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

Findings and Analysis

Socially Responsible company

Employee Retention

Talent Management

Findings and Analysis

Pride in the organization

Managers Support

Intrinsic Rewards

Positive PM practices

Findings and Analysis

Findings and Analysis

Hygiene factors had no relationship with the intension to leave

Limitations of the Study

Method bias

Non-response bias

Conducted exclusively in India