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Beyond managerial talent: 'key group' identification and differential compensation practices in multinational companies

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posted on 2017-03-15, 11:40 authored by Anthony McDonnell, Patrick Gunnigle, JONATHAN LAVELLEJONATHAN LAVELLE, Ryan Lamare
With the maturation of strategic human resource management scholarship, there appears to be a greater call to move from monolithic workforce management to a more strategic and differentiated emphasis on employees with the greatest capacity to enhance competitive advantage. There has been little consideration in the literature as to whether organizations formally identify key groups of employees based on their impact on organizational learning and core competences. Using survey evidence from 260 multinational companies (MNCs), this paper explores the extent to which key groups of employees are formally recognized and whether they are subject to differential compensation practices. The results demonstrate that just in excess of half of these MNCs identify a key group. There was considerable differentiation in the compensation practices between these key groups, managers and the largest occupational group in the workforce. The results give rise to questions worthy of future investigation, namely whether the differentiated approaches used lead to improved performance outcomes.

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Taylor and Francis

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peer-reviewed

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This is an Author's Original Manuscript of an article whose final and definitive form, the Version of Record, has been published in The International Journal of Human Resource Management 2016 copyright Taylor & Francis, available online at: http://dx.doi.org/10.1080/09585192.2015.1075571

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English

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