Edited by Paul Sparrow and Cary L. Cooper
Chapter 5: Managing the selection and retention of human capital resources
The chapter applies a human capital management lens to research on selection, assessment and turnover. It examines two core but inter-dependent HRM processes – selection and retention – in the context of the talent management research agenda. It examines the relationship between turnover and performance through a number of research lenses: the loss for valuable knowledge, skills, and abilities (the KSAO model); operational disruption and loss of important information flows; and human resource accounting for the true costs of turnover. It discusses the effect of cultural influences on predictor methods, the impact of cultural differences on retention practices and outcomes, and the use of technology for selection and retention. It calls for more study of selection and retention at the unit or firm level, the incorporation of theory from organisational strategy, and the link between investments in selection and training and the recovery of firm productivity.
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