Talent management in China and India: A comparison of management perceptions and human resource practices

Fang Lee Cooke, Debi S. Saini and Jue Wang

Journal of World Business, 2014, vol. 49, issue 2, 225-235

Abstract: This study investigates how the concept of talent is understood, what talent management practices are in place, and what talent-management challenges may be confronting firms in China and India through the perspectives of 178 non-HR managers. The study reveals the centrality of materialistic values in the evolving, contemporary employment relationships in the two countries. The findings shed light on the different needs of capacity-building for the HR institutions in each of the two countries, as well as the need to adopt a more particularistic (vs. a universalist) approach to conceptualizing and operationalizing talent management in the international context.

Keywords: China; India; Talent management; Rewards; Culture; Strategic HRM (search for similar items in EconPapers)
Date: 2014
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Citations: View citations in EconPapers (31)

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Persistent link: https://EconPapers.repec.org/RePEc:eee:worbus:v:49:y:2014:i:2:p:225-235

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DOI: 10.1016/j.jwb.2013.11.006

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