nach oben

Journal of Business Ethics

Erschienen in:

01.01.2011

Responsible Leadership Helps Retain Talent in India

verfasst von: Jonathan P. Doh, Stephen A. Stumpf, Walter G. Tymon Jr.

Erschienen in: Journal of Business Ethics | Sonderheft 1/2011

Einloggen

Aktivieren Sie unsere intelligente Suche, um passende Fachinhalte oder Patente zu finden.

search-config

KI-gestützte Suche

Aus

Abstract

The role of responsible leadership—for each leader and as part of a leader’s collective actions—is essential to global competitive success (Doh and Stumpf, Handbook on responsible leadership and governance in global business, 2005; Maak and Pless, Responsible leadership, 2006a. Failures in leadership have stimulated interest in understanding “responsible leadership” by researchers and practitioners. Research on responsible leadership draws on stakeholder theory, with employees viewed as a primary stakeholder for the responsible organization (Donaldson and Preston, Acad Manag Rev 20(1):65–91, 1995; Freeman, Strategic management: a stakeholder approach, 1984; Mitchell et al., Acad Manag Rev 22:853–886, 1997; Phillips and Freeman, Stakeholder theory and organizational ethics, 2003. We define and operationalize responsible leadership from the perspective of employees and their views of the actions of their leaders. Drawing on a comprehensive survey of 28 Indian and global organizations operating in India, we report the results from 4,352 employees on the relationship between responsible leadership, their pride in and satisfaction with their organization, and retention 1 year later. Strong associations were found among these variables suggesting that responsible leadership—employee perceptions of the support they receive from managers, the HR practices, and corporate socially responsible actions—may be an overarching construct that connects them to the organization.

Vorheriger Artikel Moving Forward with the Concept of Responsible Leadership: Three Caveats to Guide Theory and Research

Nächster Artikel Exploring the Interface Between Strategy-Making and Responsible Leadership

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

über 102.000 Bücher
über 537 Zeitschriften

aus folgenden Fachgebieten:

Automobil + Motoren
Bauwesen + Immobilien
Business IT + Informatik
Elektrotechnik + Elektronik
Energie + Nachhaltigkeit
Finance + Banking
Management + Führung
Marketing + Vertrieb
Maschinenbau + Werkstoffe
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

über 67.000 Bücher
über 340 Zeitschriften

aus folgenden Fachgebieten:

Bauwesen + Immobilien
Business IT + Informatik
Finance + Banking
Management + Führung
Marketing + Vertrieb
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Nur mit Berechtigung zugänglich

We use the word “retention” rather than “turnover” to reflect what is generally accepted language when referring to professional and managerial employees. 85% retention is the same as 15% turnover.

Albinger, H. S., & Freeman, S. J. (2000). Corporate social performance and attractiveness as an employer to different job seeking populations. Journal of Business Ethics, 28(3), 243–253.CrossRef

Allen, T. D., Eby, L. T., Poteet, M. L., Lentz, E., & Lima, L. (2004). Career benefits associated with mentoring for proteges: A meta-analysis. Journal of Applied Psychology, 89, 127–136.CrossRef

Arthur, J. B. (1994). Effects of human resource systems on manufacturing performance and turnover. Academy of Management Journal, 37, 670–687.CrossRef

Avery, G., & Baker, E. (1990). Psychology at work. New York, NY: Prentice-Hall.

Barnett, M. L., & Hoffman, A. J. (2008). Beyond corporate reputation: Managing reputational interdependence. Corporate Reputation Review, 11, 1–9.CrossRef

Baron, R. M., & Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173–1182.CrossRef

Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.CrossRef

Bhatnagar, J. (2007). Talent management strategy of employee engagement in Indian ITES employees: Key to retention. Employee Relations, 29, 640–663.CrossRef

Bhattacharya, C. B., Sen, S., & Korschun, D. (2008). Using corporate social responsibility to win the war for talent. MIT Sloan Management Review, 49(2), 37–44.

Branco, M. C., & Rodrigues, L. L. (2006). Corporate social responsibility and resource-based perspectives. Journal of Business Ethics, 69, 111–132.CrossRef

Bromley, D. B. (2001). Relationships between personal and corporate reputations. European Journal of Marketing, 35, 316–334.CrossRef

Budhwar, P., & Debrah, Y. A. (2009). Future research on human resource management. Asia Pacific Journal of Management, 26, 197–218.CrossRef

Cascio, W. (2000). Costing human resources (4th ed.). Cincinnati, OH: South-Western.

Cohen, J., & Cohen, P. (1983). Applied multiple regression/correlation analysis for the behavioral sciences. Hillsdale, NJ: Lawrence Erlbaum Associates.

Colbert, B. A. (2004). The complex resource-based view: Implications for theory and practice in strategic human resource management. Academy of Management Review, 29, 341–358.

Coldwell, D. A., Billsberry, J., van Meurs, N., & Marsh, P. J. G. (2008). The effects of person-organization ethical fit on employee attraction and retention: Towards a testable explanatory model. Journal of Business Ethics, 78, 611–622.CrossRef

Collier, J., & Esteban, R. (2007). Corporate social responsibility and employee commitment. Business Ethics: A European Review, 16(1), 19–33.CrossRef

Collins, C. J., & Clark, K. D. (2003). Strategic human resource practices, top management team social networks, and firm performance: The role of human resource practices in creating organizational competitive advantage. Academy of Management Journal, 46, 740–751.CrossRef

Corporate Executive Board. (2006). Attracting and retaining critical talent segments: Identifying drivers of attraction and commitment in the global labor market. Washington, DC: Corporate Executive Board.

Crane, A., McWilliams, A., Matten, D., Moon, J., & Siegel, D. S. (2008). The oxford handbook of corporate social responsibility. Oxford, U.K.: Oxford University Press.CrossRef

Delaney, J. T., & Huselid, M. A. (1996). The impact of human resource management practices on perceptions of organizational performance. Academy of Management Journal, 39, 949–969.CrossRef

Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions. Academy of Management Journal, 39, 802–835.CrossRef

Devanna, M. A., Fombrum, C., Tichy, N., & Warren, L. (1982). Strategic planning and human resource management. Human Resource Management, 21, 11–17.CrossRef

Doh, J. P., & Stumpf, S. A. (Eds.). (2005). Handbook on responsible leadership and governance in global business. Cheltenham/Northampton, MA: Edward Elgar.

Donaldson, T., & Preston, L. E. (1995). The stakeholder theory of the corporation: Concepts, evidence, and implications. Academy of Management Review, 20(1), 65–91.

Ferris, G. R., Arthur, M. M., Berkson, H. M., Kaplan, D. M., Harrell-Cook, G., & Frink, D. D. (1998). Toward a social context theory of human resource management-organizational effectiveness relationship. Human Resource Management Review, 8, 235–264.CrossRef

Freeman, E. (1984). Strategic management: A stakeholder approach. Boston: Pitman.

Gomez, C., & Rosen, B. (2001). The leader-member exchange as a link between managerial trust and employee empowerment. Group and Organization Management, 26, 53–69.CrossRef

Gong, Y., & Chang, S. (2008). Institutional antecedents and performance consequences of employment security and career advancement practices: Evidence from the People’s Republic of China. Human Resources Management, 47, 33–48.CrossRef

Guthridge, M., Komm, A. B., & Lawson, E. (2008). Making talent a strategic priority. McKinsey Quarterly Issue, 1, 48–59.

Guthrie, J. P. (2001). High-involvement work practices, turnover, and productivity: Evidence from New Zealand. Academy of Management Journal, 44, 180–190.CrossRef

Hom, P. W., & Kinicki, A. J. (2001). Toward a greater understanding of how dissatisfaction drives employee turnover. Academy of Management Journal, 44, 975–987.CrossRef

Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38, 635–672.CrossRef

Ichniowski, C., & Shaw, K. (1999). The effects of human resource management practices on economic performance: An international comparison of US and Japanese plants. Management Science, 45, 704–721.CrossRef

Knowledge@Wharton. (2008). India’s corporations race to train workers and avoid being left in the dust. Retrieved September 18, 2008, from http://knowledge.wharton.upenn/india.

Lado, A. A., & Wilson, M. C. (1994). Human resource systems and sustained competitive advantage: A competency-based perspective. Academy of Management Review, 19, 699–727.

Love, E. G., & Kraatz, M. S. (2009). Character, conformity, or the bottom line? How and why downsizing affected corporate reputation. Academy of Management Journal, 52, 314–335.CrossRef

Luthans, F., Zhu, W., & Avolio, B. J. (2006). The impact of efficacy on work attitudes across cultures. Journal of World Business, 41, 121–132.CrossRef

Maak, T., & Pless, N. M. (Eds.). (2006a). Responsible leadership. London, NY: Routledge.

Maak, T., & Pless, N. M. (2006b). Responsible leadership in a stakeholder society. A relational perspective. Journal of Business Ethics, 66, 99–115.CrossRef

Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and Organizational Psychology, 1, 3–30.CrossRef

Malkani, D., Pandey, J., & Bhagwati, A. B. (2007). The high-performance workforce study 2007: India. Mumbai: Accenture.

Margolis, J. D., & Walsh, J. P. (2003). Misery loves companies: Rethinking social initiatives by business. Administrative Science Quarterly, 48, 268–305.CrossRef

Mitchell, R. K., Agle, B. R., & Wood, D. J. (1997). Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts. Academy of Management Review, 22, 853–886.

Mitchell, T. R., Holtom, B. C., Lee, T. W., Sablynski, C. J., & Erez, M. (2001). Why people stay: Using job embeddedness to predict voluntary turnover. Academy of Management Journal, 44, 1102–1121.CrossRef

Ngo, H.-Y., Lau, C.-M., & Foley, S. (2008). Strategic human resource management, firm performance, and employee relations climate in China. Human Resources Management, 47, 73–90.CrossRef

Orlitzky, M., & Benjamin, J. D. (2001). Corporate social performance and firm risk: A meta-analytic review. Business & Society, 40, 369–396.CrossRef

Orlitzky, M., Schmidt, F., & Rynes, S. (2003). Corporate social and financial performance: A meta-analysis. Organization Studies, 24, 403–441.CrossRef

Parker, C. P., Baltes, B. B., Young, S. A., Huff, J. W., et al. (2003). Relationships between psychological climate perceptions and work outcomes: A meta-analytic review. Journal of Organizational Behavior, 24, 389–416.CrossRef

Phillips, R. R, & Freeman, E. (2003). Stakeholder Theory and Organizational Ethics. San Francisco, CA: Berrett-Koehler.

Pless, N. M., & Maak, T. (2004). Building an inclusive diversity culture: Principles, processes and practice. Journal of Business Ethics, 54, 129–147.CrossRef

Raven, B. H., & Rubin, J. E. (1976). Social psychology: People in groups. New York, NY: John Wiley.

Ready, D. A., Hill, L. A., & Conger, J. A. (2008). Winning the race for talent in emerging markets. Harvard Business Review, 86(11), 62–70.

Riordan, C. M., Gatewood, R. D., & Bill, J. B. (1997). Corporate image: Employee reactions and implications for managing corporate social performance. Journal of Business Ethics, 16, 401–412.CrossRef

Roberts, P. W., & Dowling, G. R. (2002). Corporate reputation and sustained superior financial performance. Strategic Management Journal, 23, 1077–1093.CrossRef

Schuler, R. S., & Jackson, S. E. (1995). Understanding human resource management in the context of organizations and their environment. Annual Review of Psychology, 46, 237–264.CrossRef

Schuler, R. S., & Jackson, S. E. (1999). Strategic human resource management: A reader. London: Blackwell.

Singh, K. (2004). Impact of HR practices on perceived performance in India. Asia Pacific Journal of Human Resources, 42, 301–317.CrossRef

Sparrow, P. R., & Budhwar, P. S. (1997). Competition and change: Mapping the Indian HRM recipe against world-wide patterns. Journal of World Business, 32, 224–242.CrossRef

Stumpf, S. A., Doh, J. P., & Tymon, W. (2009). Capitalizing on human resource management in India: The link between HR practices and employee performance. Human Resource Management, 49(3), 351–373.

Turban, D. B., & Greening, D. W. (1997). Corporate social performance and organizational attractiveness to prospective employees. Academy of Management Journal, 40, 658–672.CrossRef

Tymon, W., Stumpf, S. A., Doh, J. P. (2010). Exploring talent management in India: The neglected role of intrinsic rewards. Journal of World Business, 45(2), 109–121.

Valentine, S., & Fleishman, G. (2008). Ethics programs, perceived corporate social responsibility and job satisfaction. Journal of Business Ethics, 77, 159–172.CrossRef

Waldman, D. A., & Galvin, B. M. (2008). Alternative perspectives of responsible leadership. Organizational Dynamics, 37(4), 327–341.CrossRef

Wright, P. M., & McMahan, G. C. (1992). Theoretical perspectives for strategic human resource management. Journal of Management, 18, 295–320.CrossRef

Titel: Responsible Leadership Helps Retain Talent in India
verfasst von: Jonathan P. Doh
Stephen A. Stumpf
Walter G. Tymon Jr.
Publikationsdatum: 01.01.2011
Verlag: Springer Netherlands
Erschienen in: Journal of Business Ethics / Ausgabe Sonderheft 1/2011
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
DOI: https://doi.org/10.1007/s10551-011-1018-3

Springer Professional

Abstract

Bitte loggen Sie sich ein, um Zugang zu Ihrer Lizenz zu erhalten.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Springer Professional "Wirtschaft"

Weitere Artikel der Sonderheft 1/2011

The Human Resources Contribution to Responsible Leadership: An Exploration of the CSR–HR Interface

Development of a Scale Measuring Discursive Responsible Leadership

Responsible Leadership Outcomes Via Stakeholder CSR Values: Testing a Values-Centered Model of Transformational Leadership

Values, Authenticity, and Responsible Leadership

Exploring the Interface Between Strategy-Making and Responsible Leadership

Responsible Leadership: Pathways to the Future