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Managing Power Distance to Retain Talent: Evidence from India

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  • Premalatha Packirisamy

    (School of Management and Labour Studies, Tata Institute of Social Sciences, Mumbai, India)

Abstract

The purpose of this paper is to investigate the nature of manager-employee relationships and its impact on talent retention. The study discusses the power distance between managers and employees in knowledge-intensive sectors like Information Technology services industry. Grounded Theory Research design was used to explore the research phenomenon. The study was based on the analysis of fifty-two in-depth interviews from employees and managers in IT services industry in India. Purposeful and theoretical sampling designs were used to locate the participants for the study. Grounded theory analytical procedures - Open, axial and selective coding were used to analyse and interpret the interview narratives. The results and discussion of the study are in favour of the Hofstede's (2001) low power distance dimensions that are widely prevalent in organizations in IT services industry in India. However, the study's findings contrast the study conducted by Hofstede in which India was rated relatively high on power dimensions.

Suggested Citation

  • Premalatha Packirisamy, 2017. "Managing Power Distance to Retain Talent: Evidence from India," International Journal of Human Capital and Information Technology Professionals (IJHCITP), IGI Global, vol. 8(3), pages 49-67, July.
    • Handle: RePEc:igg:jhcitp:v:8:y:2017:i:3:p:49-67
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