Academic journal article Journal for East European Management Studies

To Stay or Leave: Motives Behind the Decisions of Graduate Programs' Trainees' in European and Russian Companies*

Academic journal article Journal for East European Management Studies

To Stay or Leave: Motives Behind the Decisions of Graduate Programs' Trainees' in European and Russian Companies*

Article excerpt

This paper investigates the problem of retaining business school graduates after they have completed a trainee program in a company. Often when a company invests in training programs for young graduates, the company's management expects that a graduate will remain with the company for a long time. But in some cases, the trainees decide to leave. This research shows the different perceptions among the trainees and the company of motives or reasons for such a decision. The main findings also indicate a significant difference in the graduates' preferences in the countries being compared and suggest a list of motives that drive such decision making. Furthermore, managerial applications are given and the possible approaches for future discussions are suggested.

Die Studie untersucht das Problem vieler Unternehmen, nach dem Ende eines hauseigenen Trainingsprogramms die Trainees zu halten. Wenn ein Unternehmen in ein Traineeprogramm für junge Absolventen investiert, erwartet es, dass die Absolventen danach für längere Zeit im Unternehmen bleiben. In manchen Fällen entscheiden sich die Trainees jedoch, das Unternehmen zu verlassen. Diese Studie zeigt die unterschiedlichen Wahrnehmungen der Trainees und der Unternehmen hinsichtlich der Motive oder Gründe für eine solche Entscheidung. Die Ergebnisse zeigen auch einen signifikanten Unterschied in den Zielen der Absolventen in unterschiedlichen Ländern. Auch wird eine Liste von Motiven erstellt, die eine solche Entscheidung befördern. Des Weiteren werden Anwendungsmöglichkeiten für die Betriebsführung und mögliche Ansätze für die weitere Diskussion aufgezeigt.

Key words: Talent retention, graduates, trainee programs, Russia, Europe

Theoretical background

Nowadays, many researchers and practitioners agree that human capital is a key factor behind business success. The latest research has come to the conclusion that in the last two years the biggest problem for senior HR management has been employee retention. It becomes more evident that employee retention has become their most challenging task.

Talent retention is a complicated process which involves not only keeping the employees but also identifying their key talents within the organization and understanding their motivation (Cappelli 2000; Alman 2008; Anderson 2008; Cappelli 2008). Only establishing a relationship with the key talents can make these individuals perceive themselves as part of long-term collaboration with the organization and commit themselves to a particular company (Cappelli 2000; Alavi et al. 2006; Cappelli 2008; Cattell 2008). The problem of employee commitment has been discussed a lot in scientific literature. One of the most interesting approaches is to explain how employees' values affect their organizational commitment. The researchers' general idea is should employees' values correlate with those of the organization and if the organization helps the employee to obtain what is valuable for him, an employee will behave positively towards the organization and commitment will be higher than if the opposite is true (Miller 2002; McGee 2006; Likierman 2007). It was proved that values have a direct impact on behavior and in some cases not only to person's behavior but also to work behavior (Brown 2003; Dempsey 2007; Campos 2007). Further research identified how values affect the behavior of individuals, groups of people and organizations. In recent papers some pan-cultural types of values are more powerful than others, for example, universalism, benevolence and self-direction were found (Kyle 2005). Some researchers argue that a company that shares the same values as an employee will be certainly perceived positively by its employees and consequently will get greater performance and improve motivation (Ghoshal 2005; Galagan 2008). Thus organizational commitment can be defined as a psychological link between the employee and the organization that makes it less likely the employee will voluntarily leave the organization. …

Search by... Author
Show... All Results Primary Sources Peer-reviewed

Oops!

An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.