Global talent retention : understanding employee turnover around the world /
edited by David G. Allen (Texas Christian University, USA), James M. Vardaman (University of Memphis, USA).
- 1 online resource (288 pages).
- Talent management .
Includes bibliographies and index.
Chapter 1. Global talent retention: Understanding employee turnover around the world / Chapter 2. Turnover and retention in the uk: Change, uncertainty and opportunity / Chapter 3. The contextualization of employee retention research in China / Chapter 4. Culture, labor market, and employee turnover in South Korea: Taking stock and moving forward / Chapter 5. Globalization and employee turnover: The case of Bulgaria / Chapter 6. Voluntary employee turnover: The stepchild of German HR and organizational psychology research / Chapter 7. Employee turnover and retention in Mexico and Latin America / Chapter 8. Voluntary turnover in the Spanish cultural and institutional context / Chapter 9. Employee turnover in Turkey / Chapter 10. Turnover in Denmark: Between 'flexicurity' and collective voice / Chapter 11. Employee turnover in India: Insights from the public-private debate / Chapter 12. Turnover in South Africa: The effect of history / David G. Allen and James M. Vardaman -- Helen Shipton, Zara Whysall, and Catherine Abe -- Mian Zhang and Xiyue Ma -- Daejeong Choi, Owwon Park, and Sangsuk Oh -- Minna Paunova and Blagoy Blagoev -- Nicolas Tichy and Ingo Weller -- Richard A. Posthuma, Claudia Noemí Gonzáles Brambila, Eric D. Smith, and Yang Zhang -- Rocío Bonet, Marta Elvira, and Stefano Visintin -- Gamze Koseoglu, S. Arzu Wasti, and Hilal Terzi -- Lotte Holck and Minna Paunova -- Kunal Kamal Kumar, Sushanta Kumar Mishra, and Pawan Budhwar -- Albert Wöcke and Helena Barnard.
Retaining top talent is a universal concern that is increasingly global. However, the context, meaning, and mechanisms for changing jobs varies around the world. Global Talent Retention: Understanding Employee Turnover Around the World provides the first context-specific global perspective on retaining talent. Although extensive research informs understanding of why employees decide to leave or remain with organizations, the bulk of theory and research adopts a U.S.-centric perspective, problematic because most employees do not work for firms that are U.S.-owned or based. Global Talent Retention addresses the need for turnover theory and research to give more careful consideration to global and cross-cultural perspectives on employee retention, and includes contributions from a global range of scholars in differing cultural contexts in Africa, Asia, Europe, Latin America, and the Middle East. The chapters represent many of the largest and most dynamic economies in the world, including Bulgaria, China, Denmark, Germany, India, Mexico, South Africa, South Korea, Spain, Turkey, and the UK. Each --