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

被引:150
|
作者
Cooke, Fang Lee [1 ,2 ]
Saini, Debi S. [3 ]
Wang, Jue [4 ]
机构
[1] Southwestern Univ Finance & Econ, Sch Int Business, Chengdu, Peoples R China
[2] Monash Univ, Dept Management, Melbourne, Vic 3145, Australia
[3] Management Dev Inst, Gurgaon 122001, Haryana, India
[4] Southwestern Univ Finance & Econ, Sch Int Business, Chengdu 610030, Peoples R China
基金
中国国家自然科学基金;
关键词
China; India; Talent management; Rewards; Culture; Strategic HRM; LEADERSHIP; PERFORMANCE; COMMITMENT; MANPOWER; STRATEGY; SCIENCE;
D O I
10.1016/j.jwb.2013.11.006
中图分类号
F [经济];
学科分类号
02 ;
摘要
This study investigates how the concept of talent is understood, what talent management practices are in place, and what talent-management challenges may be confronting firms in China and India through the perspectives of 178 non-HR managers. The study reveals the centrality of materialistic values in the evolving, contemporary employment relationships in the two countries. The findings shed light on the different needs of capacity-building for the HR institutions in each of the two countries, as well as the need to adopt a more particularistic (vs. a universalist) approach to conceptualizing and operationalizing talent management in the international context. (C) 2013 Elsevier Inc. All rights reserved.
引用
收藏
页码:225 / 235
页数:11
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