ABSTRACT
The previous chapter examined the changing nature of broad talent management strategies and practices in China and India, suggesting that unexpectedly rapid economic growth in both countries has led to unpredicted shortages of qualified, skilled and experienced employees in both countries, notably in professional, technical and managerial occupations. These shortages have been exacerbated by exceptionally high employee turnover rates which are being partially addressed through comprehensive attraction and selection processes, but these are unlikely to be sufficient by themselves. This chapter discusses the human resource management (HRM) practices employed by organizations in China and India in order to ensure the continuing efficiency, effectiveness and productivity of their workforces, and ultimately to retain their best employees in their increasingly competitive labour markets – namely, performance management (PM), human resource development (HRD) and rewards and remuneration systems.
