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dc.contributor.authorHooks, Jill
dc.contributor.authorEdgar, Fiona
dc.contributor.authorInkson, Kerr
dc.contributor.authorCarr, Stuart C.
dc.contributor.authorEdwards, Margot
dc.contributor.authorJackson, Duncan
dc.contributor.authorThorn, Kaye
dc.date.accessioned2009-01-29T01:40:31Z
dc.date.available2009-01-29T01:40:31Z
dc.date.issued2007
dc.identifier.citationHooks, J., Edgar, F., Inkson, K., Carr, S., Edwards, M., Jackson, D. & Thorn, K. (2007). Building organisational commitment to counteract brain drain from southern hemisphere accountancy firms. Research and Practice in Human Resource Management, 15(1), 1-21.en
dc.identifier.urihttps://hdl.handle.net/10289/1905
dc.description.abstractWith countries increasingly thinking like organisations as they recruit and retain global talent, it is posited that High Commitment Management (HCM) Human Resource Management (HRM) systems could be applied to help stem the brain drain, particularly in highly mobile/low organisational commitment professions such as Accountancy. In an online survey, 1,520 expatriate accounting professionals indicated whether they would return to New Zealand, current pushes and pulls on their career intentions, and changes needed to enhance pull forces back to New Zealand. The paper discusses these issues and explores how the evidence gathered can be used to improve commitment to accountancy firms thus, developing the profession in an Asia Pacific country.en
dc.language.isoen
dc.publisherSingapore Human Resources Instituteen_NZ
dc.relation.urihttp://rphrm.curtin.edu.au/2007/issue1/building.htmlen
dc.subjecthuman resource managementen
dc.subjectbrain drainen
dc.titleBuilding organisational commitment to counteract brain drain from southern hemisphere accountancy firmsen
dc.typeJournal Articleen
dc.relation.isPartOfResearch and Practice in Human Resource Managementen_NZ
pubs.begin-page1en_NZ
pubs.elements-id32581
pubs.end-page21en_NZ
pubs.issue1en_NZ
pubs.volume15en_NZ


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