The organisational socialisation of young software engineers: the case study of an US subsidiary in India
by Richa Awasthy; Satish K. Kalra; Rajen K. Gupta
International Journal of Indian Culture and Business Management (IJICBM), Vol. 5, No. 4, 2012

Abstract: Changing workforce demographics, marked by competitive recruiting and faster turnover among younger employees, is creating unprecedented employee-retention problems in many industries and threatening to reduce the capacity for innovation, growth and operational efficiency. A growing number of firms are recognising that they must find ways to recruit and retain new talent who will stick around long enough to make their tenure worth underwriting. Although a great deal of research has been conducted in the area of organisational socialisation, this study contributes to the literature by providing the relevance of societal culture in socialisation process of young employees working in Indian subsidiary. The implications of the findings from this exploratory study for educators, managers and researchers are discussed.

Online publication date: Sat, 20-Dec-2014

The full text of this article is only available to individual subscribers or to users at subscribing institutions.

 
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.

Pay per view:
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.

Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Indian Culture and Business Management (IJICBM):
Login with your Inderscience username and password:

Username:        Password:          Forgotten your password?

Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.

If you still need assistance, please email subs@inderscience.com