I will present some relevant theories to concern the two research questions in my research proposal.
For the first question "what can motivate a high skilled employee in a small and medium sized-company in China? , the basic theories for the motivation will be presented. For the second research question What kind of tools can be used by the small and medium sized company to develop talents in their company? , the theories about the approaches for the talent retention will be presented. In the end, a conclusion will be given about these theoretical foundations or my research.The theories for retaining and developing talents Talent recruiting, talent retention and talent development are the processes of the talent management (Snell, 2007). To retaining the high quality employees in the company for long period always is the most struggling part in the process of talent management.
It is very harmful to a company when a high quality employee left. It may increase many direct cost for the company, such as cost for leaving, cost for transition and cost for replacement. And it also can increase some indirect cost, such s the level of performance will be reduced and the morale in the company will be getting lower.Retell and Kansas claim the development of talent is a competitive advantage in an organization and it is a changing process. (Retell and Kansas,2004)Through the talent development, the organization can maintain the competitive advantage. It is very clear when the Chinese small and medium sized-companies understand the strategies of talent development and talent retention they will be more confident and be more successful.
The next step is to explore the basic theories of motivation to alp to understand the talent retention and development.Basic theories of motivation Vain and Vance claim motivation is always a hidden force to keep talent in an organization. (Vain and Vance, 2008) Motivation is always different between different countries and different continents because it is grounded in individual's value, attitude and beliefs. T Is very setup to review ten Tooling DSSSL tonsures to unreason ten motivation. Hierarchy of needs Abraham Mascots hierarchy of needs is the one of recognizable motivation theories. It is a five-level of needs in order of importance pyramid.
From lower level to higher bevel, it includes physiological needs which is the basic needs for a human being; then the safety needs; love/belonging needs; esteem needs; finally the self- actualization needs. (Mascot, 1954) Mascot claims that before the employees move to high level of needs, they must be satisfied by the lower level of needs. As Mascots hierarchy of needs theory is based in America-dominated market, there are some limitations for Chinese companies to apply this theory into practice because the eastern culture is totally different with the western culture. Such like, one Chinese employee always put his family in a high level.
Acquired needs theory David McClellan claims the higher order needs of individual's can be divided into achievement, affiliation, or power. (David McClellan, 1962) If these three factors are applied in talent management, they will help the company to motivate different employees with different background and different needs. The theory X and the theory Y These two theories are about two different attitude of workforce management. With theory X, the management of a company always think their employees are lazy, these employees need to be watched closely because if they are not closely supervised they ill avoid to work for the company.
With the theory Y, the management of a company always think their employees are ambitious to work for the company. The management of the company assume their employees are self-control and they do not need to be closely supervised for their work (McGregor, 1960). At the moment, the theory x is more applied by most of the Chinese small and medium sized-company. Equity theory Adam claims people always looking for equity for their work. (Adam, 1962)They compare their own input to the work and outcomes get from the work with other people who are doing the similar work.
If people feel fair after the compare, it can be a motivation for people to continue to show their ambitious to work and try to keep the fairness in the organization. If people feel they are not good as others whom doing the similar works and get the same from the work, they will feel shame or guilty. It will drive them to improve their performance in their work. If people feel they get too little after the compare with others, they will feel angry and reduce their modulus to ten work. Chinese culture model China is a very unique county with a long history about five thousands years.
Chinese ultra has its own traditional core values which are influenced by the Confucianism and Taoism. Within the social network, shame culture is very important. Behaviors are the major expression. Chinese word 'main z", it nears face, the behavior. In Chinese culture, nobody wants to loose face, they all try to keep their face, it nears keep their dignity, their prestige and self-respect.
There are some advantages and disadvantages in work situation based in this culture. Such like, for avoiding managers to lose their face, the employer try to agree with him to save their harmonic relationship.Harmonistic of contrast is the most important character of Chinese culture. It leads the work situation to compromise.
Interpersonal relationship is also very important in Chinese social network. It is grounded in individual trustworthiness. The Chinese word for interpersonal relationship is 'guan x". The next step of this literature review is to introduce some tools for talent retention which can be used in a company to keep their talent. Tools for talent retention Appreciate tools can lead a company to apply motivation theories to company's appreciate strategy for their talent retention management.Under the hierarchy of needs theory, people think the physiological needs must be satisfied before move to next higher level of needs.
Now there are still a lot of people think money is the best reward. So the monetary reward can be admitted as an essential talent retention tool. Employees need training, development and career opportunities for their self- actualization and personal growth in a company. Talent retentions are influenced by some factors, such like good leadership behavior always give good influences.
So teamwork, communications, leadership and culture, they all can be used as talent attention tools.In China, the small and medium sized-companies always use the leadership as one of the most important talent retention tools. Talent development is a very important work for retaining talent in a company. The next step of this literature review will be presenting some approaches to talent development in a company. Approaches for talent development To fill the gap of the talent shortage in China, the small and medium sized-company can use ten talent development as a setup solution to retain toner TA t Hollowing some tools for talent development in China will be observed.Tools for talent velveteen in China Chinese companies always face the problem shortage of talent.
Talent development is a good way for them to solve the problem. Following, there are some strategies can be used by the companies for their talent development. All these strategies will be observed in Chinese situation. Coaching and Mentoring; Action learning; Special Job assignments; University based programmer; Job rotation. (Retell, 2001) Coaching and Mentoring Coaching and mentoring can be a solution for the talent retention and development.
Wright, 2005) There are some differences between coaching and mentoring. Coaching is designed to help people to improve and enhance both for their performance and their life. Coach provides support to improve and enhance resources and skills which people already have. They try to empower people to find their potential abilities and to be more confident in their work and life.
The coaching process's success relies on the trustful relationship. Mentoring relies on the mentor who implements mentoring. Trainees get the benefit from the mentoring process directly.There are formal and informal mentoring. The formal mentoring run by the company to develop their employees' skills and abilities; the informal mentoring is spontaneously and not run by the company.
Compare the formal and informal mentoring, the informal mentoring can be more effective as the mentor can be vary. Mentoring has a very important role in Chinese environment. As the traditional Chinese culture is under Confucian philosophy, Chinese believe the mentoring relationship is mutual. Senior always provides some advices to Junior in a group.So the mentoring always be used in Chinese small and medium sized-company, as it met the Chinese culture.
Action learning Action learning is approach to team up a group of employees together and share heir experiences. Through action learning, team can resolve stressful and complex problems Ana Improve toner sorehead Detonator In work place. Action learning aims to the true tasks in work. Employees with special competences and skills work in one group to share experiences to enhance themselves by discussions and reflections.Normally, action learning is approach to develop employees' competences so they can take the leading vacant position. Special Job assignments Managers plan and structure an approach to help employees to have their own responsibility and competencies which is special Job assignments.
These special Job assignments rely on real problem's project, assume the project responsibilities and try to give some recommendations for those problems. It has already been used by many Chinese companies. Special Job assignments can give those companies a new task to drive them to acquire new competencies.It helps those companies to be continuously successful. University based programmer Now more and more Chinese small and medium sized-companies start to cooperate with some universities. They donate some money to the universities and provide some Job opportunities for the students to make their social practices, so they can tart to find talents they need in an early stage.
It makes a critical competitive advantage for them. Job rotation Job rotation nears the management always provide opportunities to their employees for their development by changing their Jobs.It is less cost and can bring good relationships to employees and managers in the company. Through it employees can get the opportunities to develop and the company can save the cost for recruiting new employees. It makes them happy both employees and employer. It is a common way for Chinese company to use to retain and motivate their talent now.
Conclusions This literature review has explored some basic theories to understand the talent retention and development for small and medium sized-company in the Chinese environment.It presents some basic theories of motivation, tools for talent retention to answer the research question of what motivate a high skilled employee. It was found that Weston motivation theories can be used in motivating Chinese talent in a small and medium sized-company in China, however as the unique characteristics of the Chinese culture exists and it is totally different with western culture, so when many is considering to motivate Chinese talent, they should consider the Chinese culture TLS, not Just Tallow ten tonsures AT motivation.I t Nils II ratter review also presents some approaches for talent development and tools for talent development in China. It was found that Arteriole's strategies of approaches for talent development all can be applied by the small and medium sized-companies in China.
As the traditional Chinese culture is under Confucian philosophy, so the mentoring is playing a very important role in talent development process within a small and medium sized-company in China.
