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首页> 外文期刊>Career Development International: The Journal for Executives, Consultants and Academics >Manager support predicts turnover of professionals in India
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Manager support predicts turnover of professionals in India

机译：经理的支持预测了印度专业人才的流失

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摘要

Purpose - The purpose of this paper is to examine how the support managers provide to employees affects the employees' sense of intrinsic reward, personal commitment, perceived career success, and retention. Design/methodology/approach - A large-scale employee survey was conducted of 28 organizational entities in India involving 9,301 randomly identified employees yielding 4,811 respondents (54 percent response rate) supported by employee interviews following the survey. Findings - Using a hypothesis-driven, path analytic-regression approach, the managerial support of employees had significant direct and indirect effects on perceived career success and retention one year later. Intrinsic rewards and personal commitment mediated these relationships. Practical implications - Managers may play a much greater role in employee retention than the literature often suggests. Key manager practices include showing personal interest, holding career discussions, acknowledging employee contributions, using a system of empowerment, and celebrating milestones and successes. Employees can improve their perceived career success by balancing their long- and short-term goals, improving their competence, and communicating openly with their managers. To reduce turnover, HR professionals can provide better manager support training, hold managers accountable for retention, enhance the career management and HR systems by developing more non-monetary rewards, and learn from those that leave. Originality/value - Manager practices in support of their employees were studied across a large and diverse set of national, international, and global firms operating in India. Findings highlight the importance of the managerial role in reducing turnover and enhancing perceptions of career success in a culture known for high power distance among managers and employees.
机译：目的-本文的目的是研究管理人员向员工提供的支持如何影响员工的内在奖励，个人承诺，职业成就感和忠诚度。设计/方法/方法-对印度的28个组织实体进行了大规模的员工调查，涉及9,301名随机识别的员工，在调查后得到了员工访谈的支持，得到4,811名受访者（54％的回应率）。调查结果-使用假设驱动的路径分析-回归方法，对员工的管理支持对一年后的职业成功和保留感产生了直接和间接的显着影响。内在的奖励和个人的承诺介导了这些关系。实际意义-经理在留住员工方面所起的作用可能比文献中经常提到的要大得多。关键管理人员的实践包括表现出个人兴趣，进行职业讨论，认可员工的贡献，使用授权系统以及庆祝里程碑和成功。员工可以通过平衡长期和短期目标，提高能力并与经理进行公开交流来改善自己的职业成就感。为了减少人员流动，人力资源专业人员可以提供更好的经理支持培训，使经理对留任负责，通过开发更多的非金钱奖励来增强职业管理和人力资源系统，并从离职人员那里学习。原创性/价值-在印度开展业务的众多大型国家，国际和全球公司研究了支持员工的经理实践。调查结果突显了在以经理与员工之间的高权力距离而闻名的文化中，管理人员角色在减少人员流动和增强职业成功感方面的重要性。

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