TY - JOUR
T1 - Beyond managerial talent
T2 - ‘key group’ identification and differential compensation practices in multinational companies
AU - McDonnell, Anthony
AU - Gunnigle, Patrick
AU - Lavelle, Jonathan
AU - Lamare, Ryan
N1 - Publisher Copyright:
© 2015 Taylor & Francis.
PY - 2016/7/3
Y1 - 2016/7/3
N2 - 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.
AB - 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.
KW - compensation practices
KW - Ireland
KW - key group
KW - multinational company
KW - rewards
KW - strategic HRM
KW - talent management
UR - http://www.scopus.com/inward/record.url?scp=84945157778&partnerID=8YFLogxK
U2 - 10.1080/09585192.2015.1075571
DO - 10.1080/09585192.2015.1075571
M3 - Article
AN - SCOPUS:84945157778
SN - 0958-5192
VL - 27
SP - 1299
EP - 1318
JO - International Journal of Human Resource Management
JF - International Journal of Human Resource Management
IS - 12
ER -