Recruitment and retention in foreign firms in India: A resource‐based view

Abstract

Foreign fi rms in India currently face two major challenges in human resource management (HRM): personnel recruitment and retention. For this study, we adapted the resource-based view (RBV) of the fi rm and tested which recruitment and retention practices positively impact the number of qualifi ed applicants and the attrition rate in a sample of 80 North-Western European fi rms. Our fi ndings suggest that a close relationship exists between using recruitment and retention practices shaped according to the RBV and these two effi ciency criteria. We discuss the implications of our fi ndings for both theory and practice as well as how our fi ndings might transfer to other contexts.

Corporate environmental responsibility, employer reputation and employee commitment: an empirical study in developed and emerging economies

“…While the per The International Journal of Human Resource Management 1753 capita income in the latter is still considerably lower than in developed countries, China and India have caught up in recent years. In particular, the wage level in the corporate sector has increased significantly (Holtbrügge et al 2010;Yang, Chen and Monarch 2010;International Labour Organization 2012). Thus, employees in these countries may perceive their basic needs as satisfied and the consideration of environmental issues as more relevant than before.…”

“…On the contrary, the environmental reputation of a company in emerging economies, which are characterized by lower salary levels, may be less relevant for the decisions of employees to stay in that company (Child and Tsai 2005;Lo et al 2008). Here, the commitment of employees may be more determined by financial incentives and career perspectives (Holtbrügge et al 2010). Hence, we propose:…”

“…In emerging economies, voluntary turnover rates mostly result from spectacular economic growth. The high labor demand leads to increasing wage levels which make it attractive for highly qualified employees to change their employer in order to increase their salary (PWC 2007;Holtbrügge, Friedmann and Puck 2010). As employee turnover causes loss of know-how and reduces productivity, increasing employee commitment is one of the top priorities of many companies in these countries (Doh, Smith, Stumpf and Tymon 2011;Neumann and Srinivasan 2009;Liu, Hui, Lee and Chen 2012).…”

The Barrier and Strategy of Higher Education in Developing Human Resources

“…This opinion is promoted by Holtbrugge, Friedmann, & Puck (2010) in their research that they found that internal recruitment positively affects the quality of job applicants in European companies residing in India. Referring to the goal-setting theory of Locke which says that more difficult and specific goals will improve one's performance (in Robin & Judge, 2013).…”

Retention of high-potential employees in a development finance company

“…It is important that employers endeavour to retain highpotential employees and replace the low performers with new employees with diverse skills and strong ability (Holtbrugge, Friedman & Puck, 2010). Turnover can be considered positive if talented employees are retained while lower performers leave the organisation (Hausknecht et al, 2009).…”