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Article
Publication date: 10 October 2016

Fanxing Meng, Xiaomei Wang, Huajiao Chen, Jin Zhang, Wei Yang, Jin Wang and Quanquan Zheng

The purpose of this paper is to explore the influence of organizational culture (OC) on talent management (TM) by a case study of a real estate company.

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Abstract

Purpose

The purpose of this paper is to explore the influence of organizational culture (OC) on talent management (TM) by a case study of a real estate company.

Design/methodology/approach

The method of case study is adopted in the present study.

Findings

The authors present four propositions. The first is OC has an effect on TM. The second is a new conceptual model of TM. The third is a 4-P pattern to identify and develop the talent. The fourth is to adopt both the spiritual and material satisfactions that retain the talent.

Research limitations/implications

The primary limitation of this study is embedded in the case study method, which is not sufficient to represent the totality. The other limitation is that the issue of cohesion and team efficacy of talents is not considered. This study argues the relationship between OC and TM and expands the existing TM and OC theory. The effect of professional idealism is emphasized on in the process of TM. Talent can be retained firmly within the organization through the methods of rebuilding and strengthening OC.

Originality/value

A conceptual model of TM, 4-P pattern of evaluation and the operational mean to retain the talent is introduced.

Details

Journal of Chinese Human Resource Management, vol. 7 no. 2
Type: Research Article
ISSN: 2040-8005

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Article
Publication date: 8 June 2012

Ting Wang and Quanquan Zheng

Based on self‐determination theory and social identity theory, the purpose of this paper is to investigate the role of social identity in buffering the effect of working pressure…

1784

Abstract

Purpose

Based on self‐determination theory and social identity theory, the purpose of this paper is to investigate the role of social identity in buffering the effect of working pressure on the identified motivation (a kind of self‐determined motivation).

Design/methodology/approach

This was an experimental study. In a simulated work setting, the study operationalized social identity as having participants who perceived their belonging to one particular working unit, and working pressure as task deadline. A 2 (social identity salience: salient vs not salient)× 2 (task deadline: deadline vs no deadline) between‐subjects experiment was designed.

Findings

As expected, participants under the condition of task deadline reported less identified motivation, both at the individual and group levels, than did those under the condition without task deadline. Participants under the condition of social identity salient reported more group‐based identified motivation than did those under the condition of social identity not‐salient. Faced with task deadline, participants whose social identity was salient showed more group‐based identified motivation than did those whose social identity was not salient.

Research limitations/implications

This study was carried out in a simulated working situation, which may limit its ecological validity. Future studies have a focus on what will happen in real working contexts and continue to extend the current study theoretically.

Practical implications

The paper's findings suggest that managers motivate employees by emphasizing their perception of group‐membership (i.e. social identity). This strategy was consistent with traditional Chinese management thoughts and values.

Originality/value

The paper is original in bridging social identity theory and self‐determination theory, and putting forward a group‐level‐based extension of self‐determination theory. The paper establishes the causal relationships among social identity, task deadline and identifies motivation by using an experimental approach.

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Article
Publication date: 8 June 2012

Yenming Zhang

965

Abstract

Details

Chinese Management Studies, vol. 6 no. 2
Type: Research Article
ISSN: 1750-614X

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