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

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Show simple item record McDonnell, Anthony Gunnigle, Patrick Lavelle, Jonathan Lamare, Ryan 2017-03-15T11:40:32Z 2016
dc.identifier.issn 0958-5192 / 1466-4399
dc.description peer-reviewed en_US
dc.description.abstract 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. en_US
dc.language.iso eng en_US
dc.publisher Taylor and Francis en_US
dc.rights 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: en_US
dc.subject multinational company en_US
dc.subject Ireland en_US
dc.subject key group en_US
dc.subject compensation practices en_US
dc.subject rewards en_US
dc.subject talent management en_US
dc.subject strategic HRM en_US
dc.title Beyond managerial talent: 'key group' identification and differential compensation practices in multinational companies en_US
dc.type info:eu-repo/semantics/article en_US
dc.type.supercollection all_ul_research en_US
dc.type.supercollection ul_published_reviewed en_US 2017-03-15T11:25:24Z
dc.description.version ACCEPTED
dc.identifier.doi 10.1080/09585192.2015.1075571 2017-04-22
dc.embargo.terms 2017-04-22 en_US
dc.rights.accessrights info:eu-repo/semantics/openAccess en_US
dc.internal.rssid 2691425
dc.internal.copyrightchecked Yes
dc.identifier.journaltitle International Journal Of Human Resource Management
dc.description.status peer-reviewed

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