The Many Faces of your Employees: Insights into the Emerging Markets Workforce
The higher compounded growth rates coupled with
favourable demographics in emerging markets portend abundant
opportunities for multinational organizations. With many
organizations competing for talent in these growing markets, their
ability to succeed will depend on their understanding of local
workforce needs and aspirations. Using data from the Towers Watson
2010 Global Workforce Study, this paper highlights differences in
employee engagement, turnover risks, and attraction and retention
drivers between the two markets. Apart from looking at the
traditional drivers of employee engagement, the study also explores
the value placed by employees on elements like a strong senior
leadership, managerial capabilities and career advancement
opportunities. Results reveal that emerging markets employees seem
to be more engaged and value the non-traditional elements more
highly than the developed markets employees.
[1] D. A. Ready, L. A. Hill and J. A. Conger, "Winning the race for talent in
emerging markets," Harvard Business Review, vol. 86, no. 11, pp. 62-
70, November 2008.
[2] V. Roudometof, "Transnationalism, cosmopolitanism and
glocalization," Current Sociology, vol. 53, no. 1, pp. 113-135, 2005.
[3] B. L. Kirkman, K. B. Lowe and C. B. Gibson, ""Culture's
consequences": A review of empirical research incorporating Hofstede's
cultural values framework," Journal of International Business Studies,
vol. 37, no. 3, pp. 285-320, May 2006.
[4] Z. Aycan, R. N. Kanungo, M. Mendonca, K. Yu, J. Deller, G. Stahl, and
A. Kurshid, "Impact of culture on human resource management
practices: A 10-country comparison," Applied Psychology: An
International Review, vol. 49, no. 1, pp. 192-221, 2000.
[5] Towers Watson, The new employment deal: How far, how fast and how
enduring. Insights from Towers Watson-s 2010 Global Workforce Study.
Washington D.C.: Towers Watson, 2010, 24 p.
[6] J. P. Singh, "Managerial culture and work-related values in India,"
Organization Studies, vol. 11, no. 1, pp. 75-101, 1990.
[7] Watson Wyatt, Horizons - A global view of offshoring. Washington
D.C.: Watson Wyatt, 2007.
[8] Towers Watson. Creating a sustainable rewards and talent management
model: Results of the 2010/2011 Global Talent Management and
Rewards Survey. Washington D.C.: Towers Watson, 2011.
[9] S. Gopalan and J. B. Rivera, "Gaining a perspective on Indian vale
orientations: Implications for expatriate managers," International
Journal of Organizational Analysis, vol. 5, no. 2, pp. 156-179, 1997.
[10] J.T. Landry, "China - Put people first," Harvard Business Review, vol.
75, no. 5, pp. 8-10, 1997.
[1] D. A. Ready, L. A. Hill and J. A. Conger, "Winning the race for talent in
emerging markets," Harvard Business Review, vol. 86, no. 11, pp. 62-
70, November 2008.
[2] V. Roudometof, "Transnationalism, cosmopolitanism and
glocalization," Current Sociology, vol. 53, no. 1, pp. 113-135, 2005.
[3] B. L. Kirkman, K. B. Lowe and C. B. Gibson, ""Culture's
consequences": A review of empirical research incorporating Hofstede's
cultural values framework," Journal of International Business Studies,
vol. 37, no. 3, pp. 285-320, May 2006.
[4] Z. Aycan, R. N. Kanungo, M. Mendonca, K. Yu, J. Deller, G. Stahl, and
A. Kurshid, "Impact of culture on human resource management
practices: A 10-country comparison," Applied Psychology: An
International Review, vol. 49, no. 1, pp. 192-221, 2000.
[5] Towers Watson, The new employment deal: How far, how fast and how
enduring. Insights from Towers Watson-s 2010 Global Workforce Study.
Washington D.C.: Towers Watson, 2010, 24 p.
[6] J. P. Singh, "Managerial culture and work-related values in India,"
Organization Studies, vol. 11, no. 1, pp. 75-101, 1990.
[7] Watson Wyatt, Horizons - A global view of offshoring. Washington
D.C.: Watson Wyatt, 2007.
[8] Towers Watson. Creating a sustainable rewards and talent management
model: Results of the 2010/2011 Global Talent Management and
Rewards Survey. Washington D.C.: Towers Watson, 2011.
[9] S. Gopalan and J. B. Rivera, "Gaining a perspective on Indian vale
orientations: Implications for expatriate managers," International
Journal of Organizational Analysis, vol. 5, no. 2, pp. 156-179, 1997.
[10] J.T. Landry, "China - Put people first," Harvard Business Review, vol.
75, no. 5, pp. 8-10, 1997.
@article{"International Journal of Business, Human and Social Sciences:53458", author = "Urvi Shriram", title = "The Many Faces of your Employees: Insights into the Emerging Markets Workforce", abstract = "The higher compounded growth rates coupled with
favourable demographics in emerging markets portend abundant
opportunities for multinational organizations. With many
organizations competing for talent in these growing markets, their
ability to succeed will depend on their understanding of local
workforce needs and aspirations. Using data from the Towers Watson
2010 Global Workforce Study, this paper highlights differences in
employee engagement, turnover risks, and attraction and retention
drivers between the two markets. Apart from looking at the
traditional drivers of employee engagement, the study also explores
the value placed by employees on elements like a strong senior
leadership, managerial capabilities and career advancement
opportunities. Results reveal that emerging markets employees seem
to be more engaged and value the non-traditional elements more
highly than the developed markets employees.", keywords = "Attraction and retention drivers, emerging markets,
employee engagement, turnover risk", volume = "6", number = "4", pages = "453-7", }