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Colliding Employer‐Employee Perspectives of Employee Turnover: Evidence from a Born‐Global Industry
Author(s) -
Pereira Vijay,
Malik Ashish,
Sharma Kajal
Publication year - 2015
Publication title -
thunderbird international business review
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.553
H-Index - 37
eISSN - 1520-6874
pISSN - 1096-4762
DOI - 10.1002/tie.21751
Subject(s) - outsourcing , human resource management , context (archaeology) , business , turnover , human resources , extant taxon , marketing , labour economics , business administration , public relations , management , economics , political science , paleontology , evolutionary biology , biology
Set in the context of internationalization of the global division of labor, this article provides a deeper exploration of qualitative themes of conflicting accounts of employees’ reasons to quit and managerial strategies to prevent employee turnover in six business process outsourcing firms operating in India. Such differences in cognition and action between the two constituencies suggest that the decision to quit is not a linear and rational process as highlighted in most extant models of employee turnover. Our findings suggest that employees are attached more to a place or people they work with rather than the organization per se. Intergenerational differences between Generation Y knowledge workers and Generation X managers and the ineffectiveness of espoused human resource practices suggest the presence of “push” human resource management (HRM) systems. Our findings have implications for employee turnover models, intergenerational theory and high‐commitment HRM, and practitioners. © 2015 Wiley Periodicals, Inc.