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 chapter provides a description of the institutional, legal, and cultural context as it relates to employee mobility, a review of context-specific research leading to a description of how the mechanisms of prominent turnover theories may operate differently in particular contexts, and the implications for research and practice related to employee turnover and retention.
Through extensive research Global Talent Retention: Understanding Employee Turnover Around the World 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.
Chapter
1. Global Talent Retention: Understanding Employee Turnover
Around the World; David G. Allen and James M. Vardaman
Chapter
2. Turnover and Retention in the UK: Change, Uncertainty and
Opportunity; Helen Shipton, Zara Whysall, and Catherine Abe
Chapter
3. The Contextualization of Employee Retention Research in China;
Mian Zhang and Xiyue Ma
Chapter
4. Culture, Labor Market, and Employee Turnover in South Korea:
Taking Stock and Moving Forward; Daejeong Choi, Owwon Park, and Sangsuk Oh
Chapter
5. Globalization and Employee Turnover: The Case of Bulgaria; Minna
Paunova and Blagoy Blagoev
Chapter
6. Voluntary Employee Turnover: The Stepchild of German HR and
Organizational Psychology Research; Nicolas Tichy and Ingo Weller
Chapter
7. Employee Turnover and Retention in Mexico and Latin America;
Richard A. Posthuma, Claudia Noemķ Gonzįles Brambila, Eric D. Smith, and Yang
Zhang
Chapter
8. Voluntary Turnover in the Spanish Cultural and Institutional
Context; Rocķo Bonet, Marta Elvira, and Stefano Visintin
Chapter
9. Employee Turnover in Turkey; Gamze Koseoglu, S. Arzu Wasti, and
Hilal Terzi
Chapter
10. Turnover in Denmark: Between Flexicurity and Collective Voice;
Lotte Holck and Minna Paunova
Chapter
11. Employee Turnover in India: Insights from the Public-Private
Debate; Kunal Kamal Kumar, Sushanta Kumar Mishra, and Pawan Budhwar
Chapter
12. Turnover in South Africa: The Effect of History; Albert Wöcke and
Helena Barnard
David G. Allen is Luther Henderson University Chair in Management and Leadership at the Neeley School of Business at Texas Christian University (TCU) and Distinguished Research Environment Professor at Warwick Business School, UK.
James M. Vardaman is Free Enterprise Chair of Management in the Fogelman College of Business at the University of Memphis, USA.
