Winning the War for Talent: Modern Motivational Methods for Attracting and Retaining Employees

Landry, Anaïs Thibault; Schweyer, Allan; Whillans, Ashley V.

doi:10.1177/0886368718808152

Cited by 43 publications

(24 citation statements)

References 65 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…This is consistent with other findings suggesting that Generation Z tends to place greater value on intrinsic rewards. Such rewards should be publicized to better attract and retain employees from this cohort (Thibault Landry et al, 2017). HR policies that focus on intrinsic rewards have proven successful in Thailand (Napathorn, 2018).…”

Section: Discussionmentioning

confidence: 99%

Generation Z in Thailand

Farrell

Phungsoonthorn

2020

Int'l Jnl of Cross Cultural Management

View full text Add to dashboard Cite

Generation Z has been said to have more in common with their global generational cohort than they do with their parents. The 24/7 access to information, through increasingly ubiquitous Internet access, has been credited as the facilitator of the spread of generational values and characteristics. While this may apply to Generation Z in many developed countries, does it apply in developing nations such as Thailand? For example, by the year 2015, only 40 percent of the Thai population had access to the Internet. Thus, this study attempts to understand to what extent proclaimed Generation Z characteristics and values ring true for a segment of Thai youth with the necessary access to and corresponding usage of connected technology. A literature review was conducted of both English and Thai language literature. Thai Generation Z university students were surveyed, and the results were analyzed using structural equation modeling. On the one hand, the results did support an affinity toward technology, on the other hand, it suggested that Thai youth valued and used the technology differently than their generational cohort in the west, especially concerning content creation. Furthermore, they differed from their global cohort in their preference for collectivism. They also differed from national cultural expectations as they showed tendencies toward low power distance. Finally, work values were largely consistent with international generational expectations in that they showed the strongest preference toward intrinsic and altruistic rewards. It will be essential for Human Resources (HR) to communicate these rewards to attract and retain this next generation of employees. This article contributes to the greater cross-cultural management scholarship by filling a gap in understanding the cultural and work values of a generational cohort in Thailand. It does this by highlighting the institutional and cultural setting this cohort came of age in and surveys cohort members to understand their values and preferences.

show abstract

Section: Discussionmentioning

confidence: 99%

Generation Z in Thailand

Farrell

Phungsoonthorn

2020

Int'l Jnl of Cross Cultural Management

View full text Add to dashboard Cite

show abstract

“…Furthermore, psychological research offers ambiguous, or even contradictory, results on the effects of pecuniary compensation on performance, particularly in regard to complex tasks where non-pecuniary compensation matters more (Ariely, Gneezy, Loewenstein, & Mazar, 2009; Thibault-Landry, Schweyer, & Whillans, 2017). If that holds true for directors’ decisions, presumably among the most complex tasks in modern society, directors may as well prioritise avoiding social criticism over pursuing pecuniary gains, despite an incentive design that encourages them to pursue shareholder value.…”

Section: Discussionmentioning

confidence: 99%

A Behavioural-economic Perspective on Conflicts of Interest Among Shareholders, Debtholders, and Directors

Asaoka

2020

Journal of Interdisciplinary Economics

View full text Add to dashboard Cite

Corporations have conflicts of interest among shareholders, debtholders and directors, and, corporate law gives each party avenues to pursue others, while protecting themselves. While debtholders are exposed to excessive risk-taking by directors and abuse of limited liability by shareholders, they are protected by legal institutions like directors’ liabilities to third parties and piercing of the corporate veil. Shareholders are subject to the risk of veil-piercing and director negligence, but they are protected by derivative suits. And directors, while under threat of liability suits by debtholders and shareholders, are protected by the business judgement rule, liability exemption and liability insurance of directors and officers (D&O). This web of legal institutions comprises a dual structure of economic and psychological factors, built upon economic incentives but also upon such psychological factors as bounded rationality, the chilling effect, the desire for certainty, loss aversion and the sense of fairness. Any change in the balance will affect their behaviour; greater protection of directors, for example, provokes greater risk-taking, both economically and psychologically. JEL: K22, G41, D91

show abstract

“…The present findings suggest that the COVID-19 crisis has prompted a rethink in this regard, and the home office option seems likely to be used more often in the future. In this context, the distance between company location and place of residence will become less important as a recruitment criterion for both organizations and employees as outlined in Nediari et al (2021) andThibault Landry, Schweyer, andWhillans (2017).…”

Section: Future Work Location and Working Time Modelsmentioning

confidence: 99%

The Leap into the New Normal in Creative Work: A Qualitative Study of the Impact of COVID-19 on Work Practices in Industrial Companies

2021

EJBM

View full text Add to dashboard Cite

For many employees, the COVID-19 pandemic has precipitated a move from centralized workplaces to full-time teleworking from home. As a catalyst for the virtualization of the working world, the pandemic has accelerated company transformation to digitalization and New Work. In a post-COVID-19 world, companies will face the challenge of combining virtual and physical working while offering employees an appropriate working infrastructure. However, the future consequences for work design remain unclear, as many companies are in a state of flux. The purpose of the present study was to develop an up-to-date overview of what this future New Normal might look like, and to expand existing knowledge in this regard. To that end, we conducted fifteen in-depth interviews with experts from German industrial companies. The findings identify four main areas of change at individual and team levels: the meaning of the work environment, collaboration, creative work, and the nature of future work. The results offer some profound insights into the field of design and virtualization in terms of working location, working time models, and the future of collaborative and creative work. The paper concludes with recommendations for practice and future research.

show abstract

Winning the War for Talent: Modern Motivational Methods for Attracting and Retaining Employees

Cited by 43 publications

References 65 publications

Generation Z in Thailand

Generation Z in Thailand

A Behavioural-economic Perspective on Conflicts of Interest Among Shareholders, Debtholders, and Directors

The Leap into the New Normal in Creative Work: A Qualitative Study of the Impact of COVID-19 on Work Practices in Industrial Companies

Contact Info

Product

Resources

About