The contribution of a global service provider's Human Resources Information System (HRIS) to staff retention in emerging markets: Comparing issues and implications in six developing countries

Purpose – In this paper the contribution of a global IT service provider's Human Resources Information System (HRIS) to staff retention in emerging markets is discussed. This includes a comparison of the relevant issues and implications. Despite the differences between the developing countries investigated, the author of this paper concludes that a global HRIS is the best solution for minimalizing the attrition of IT professionals in a globalizing world. Design, methodology and approach – The theoretical framework for this paper is based on HR literature concerning staff retention and on the HRIS success model proposed by Haines and Petit (1997). The argument is illustrated by quotes from 16 semi-structured expert interviews with plus a structured questionnaire answered by these same interviewees. Findings – HRISs contribute positively to staff retention for global IT service providers in emerging markets. Especially important in minimizing turnover is the support they can provide for the allocation of employees to international engagements, including scheduling and training. Another positive aspect of HRISs is their self-service functionality. This is very helpful for both employees and managers. Such facilities suit the modern, 24-hours-a-day economy and helps companies retain their staff. Originality and value – This paper addresses the differences and similarities in a global IT service provider's staff retention management and the contribution of its HRIS towards this goal in six developing countries.