Talent Management in Emerging Market Firms: Global Strategy by Marina Latukha

By Marina Latukha

Investigating expertise administration in companies from rising economies, this booklet discusses concepts and practices of coping with proficient staff within the context of BRIC international locations. Talent administration in rising industry Firms illustrates how rising multinationals use their expertise administration to create and expand aggressive virtue in worldwide markets, and the way they help their pageant with expertise as their major asset. Extending the expertise administration viewpoint, the ebook compares businesses from Brazil, Russia, India and China to supply the hyperlink among expertise administration practices, a firm’s functionality and organizational competitiveness in the context of rising economies.

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And Tang. N. (2004). Does one shoe fit everyone? A comparison of human resource management in Russia, China, and Finland. Organizational Dynamics, 33(1): 79–97. 43. , and Brewster. C. (2014). Talent management and expatriation: Bridging two streams of research and practice. Journal of World Business, 49: 245–252. 44. Ibid. 45. G. (2010). The barriers to effective global talent management: The example of corporate elites in MNEs. Journal of World Business, 45: 143–149. 46. , and. Rønning, R. (2011).

Half of the workers still belong to agriculture, and though others have specialization in computer technology, healthcare and other categories, India still has to develop the competencies and long-term industry experience needed to attract more multinational firms. Great differences between the large cities and rural parts of the country also still remain in terms of education, infrastructure and healthcare. The Indian social system is dominated by the caste system, a heritage that for centuries formed the organizational structure and managerial practices.

Firstly, employees are continuously looking for better opportunities, and thus they are not loyal to their current employer. Secondly, although the labour pool is vast, its quality remains relatively low. Thirdly, matching the low level of engagement is the low calibre of management capabilities. In this vicious circle, the high level of turnover creates a culture of low commitment and slows down labour productivity. India can be called a ‘family culture’, rather than person-oriented and hierarchy- and power-driven: The Indian work environment presents both collectivist and individualistic values.

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