Strategic Talent Management in Emerging Markets and Its Impact on Employee Retention: Evidence from Brazilian <scp>MNCs</scp>

Ambrosius, Judith

doi:10.1002/tie.21799

Cited by 84 publications

(90 citation statements)

References 108 publications

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“…Some were not satisfied with their career paths and advancement in their positions. This resonates with previous research showing that perceived career opportunities are negatively related to intention to leave (Ambrosius, ). Other nomads lacked a challenging intellectual component at work as they were not able to use their acquired knowledge; the rest were looking for better opportunities abroad.…”

Section: Resultssupporting

confidence: 90%

Global talent management: Shaping the careers of internationally educated talents in developing markets

Abeuova

Muratbekova‐Touron

2019

Thunderbird Intl Bus Rev

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In the context of globalization, country‐level actions to manage global talent (e.g., development of immigrant‐friendly policies, policies to attract back skilled diaspora, or investment in the international education of youth) have been underresearched. The aim of this article is to analyze the impact of a country‐level global talent management practice on the careers and career success of its talents in the Republic of Kazakhstan, a developing country in Central Asia. Using qualitative methods, this study introduces new dimensions of career success evaluation for internationally educated talents in developing markets: use of knowledge acquired abroad and international aspect of the job. Based on these dimensions, it develops a model of career types. The career types predict the varying degrees of talents' career success and their involvement in sharing and capitalizing on knowledge, ideas, and international experience, which may have an impact on society. The study contributes to the field of global talent management and career success by providing empirical evidence on an underresearched topic in the underresearched context of developing markets.

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Section: Resultssupporting

confidence: 90%

Global talent management: Shaping the careers of internationally educated talents in developing markets

Abeuova

Muratbekova‐Touron

2019

Thunderbird Intl Bus Rev

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“…The Service Profit Chain assists service workers to create value at the service point via internal practices. In this way, employees are held accountable for creating customer satisfaction and adding value [8]. Customer loyalty drives SPC progression and revenue.…”

Section: A Materials -Theoretical Frameworkmentioning

confidence: 99%

“…However, the rate of IT staff leaving their jobs has spiked in recent years. In one report [8], an increase in IT staff turnover was recorded from 76% in 1998 to 98% in 1999 [9]. The highest turnover in the IT sector was observed in Malaysia between 2011 to 2012 [10]- [12].…”

Section: Introductionmentioning

confidence: 99%

Assessing the Employee Value of IT Staff via Employee Value Equation Variables from the Value Profit Chain Framework

Saedun¹,

Mohamed²

2018

International Journal on Advanced Science, Engineering and Information Technology

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Nowadays, company competencies are significantly improving as a result of Information Technology (IT), which also acts as a support and leading player in businesses. IT employees are accredited as a crucial resource, but they are not given as much care as other IT assets. The minimal attention given in retaining professional and worthy employees may result in their leaving their profession. This may impact business performance, as company performance and quality that employees deliver to the customers are also affected. This research was conducted to explore the tools for measuring IT employee value within a company. From a review of past studies, the Value Profit Chain (VPC) framework was found to propose a method to estimate the value of an employee in a model known as the Employee Value Equation. Although this is a good method for measuring employee value, only the theoretical aspect of employee value is defined, so further investigation is required to support this equation.

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“…Applying the theory to personality traits within the context of expatriation leads to the assumption that if MNCs treat their expatriates according to their individual differences, they can help them satisfy their needs and thus increase their psychological well-being. Mentoring is an instrument which is often used within this context as it can be tailored to the needs of the individual (Ambrosius, 2016;Young and Perrewe, 2000). Mentors are points of contact who emotionally and professionally support expatriates before, during, and after an assignment (Mezias and Scandura, 2005).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Mentoring in International Assignments: A Personality Traits Perspective

Ambrosius

Bader

2016

AMPROC

Self Cite

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Purpose: This study analyzes the impact of home and host country mentorship on expatriates' psychological wellbeing and identifies for whom which type of mentoring is most beneficial. We argue that expatriates with certain personality traits (Extraversion, Agreeableness, Conscientiousness, Emotional Stability, and Openness) derive more advantages from mentoring than others do.Design/methodology/approach: Based on socioanalytic theory, we develop hypotheses and test them against data of 334 expatriates by employing a linear hierarchical regression approach.Findings: The study reveals that home country mentorship has a significant positive impact on psychological wellbeing, whereas host country mentorship shows no significant positive effects. Moreover, the study indicates that home and host country mentorship partially moderates the relationship between personality traits and psychological wellbeing.Originality/value: Since we derive important implications for the selection process of expatriates, as well as the implementation of mentoring in MNCs, this study is of value for researchers and practitioners in the areas of human resource management and organizational studies.

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Strategic Talent Management in Emerging Markets and Its Impact on Employee Retention: Evidence from Brazilian MNCs

Cited by 84 publications

References 108 publications

Global talent management: Shaping the careers of internationally educated talents in developing markets

Global talent management: Shaping the careers of internationally educated talents in developing markets

Assessing the Employee Value of IT Staff via Employee Value Equation Variables from the Value Profit Chain Framework

Mentoring in International Assignments: A Personality Traits Perspective

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