مقاله سال ۲۰۱۶

 مجله تحقیقات بازاریابی – Journal of Business Research

Performance improvement and cost reduction through the implementation of Shared Service Centers (SSCs) are recent strategic priorities for 75% of the Fortune 500 companies (Accenture, 2015). The consolidation of processes in business service centers (BSCs) allows companies to benefit from economies of scale, standardization of processes, sharing of resources, and processes transfer to less expensive locations (Boglind, Hallsten, & Thilander, 2011). A reasonable level of staff turnover also serves as a cost reduction tool and helps manage employee-associated expenses (SSON, 2015; Stewart, 2015). The need to maintain a certain level of employee turnover, while retaining the best employees, puts pressure on human resource professionals in the SSC industry. In a global study on 275 SSCs, talent attraction and retention are target areas for development and investment for over 70% of respondents (Dunkan, 2009).

pondents (Dunkan, 2009). Central and Eastern Europe (CEE), and the Czech Republic in particular, represents one of the most attractive destinations for SSCs globally (Tholons, 2014; Drygala, 2013). Based on a recent report, business services in CEE will continue to grow at an average of 30% annually, creating approximately 100,000 new jobs in the region (Labaye et al., 2013). In the Czech Republic in 2015, the business services segment employed over 55,000 people (Business services, 2015). The SSCs industry growth rate in the country is even faster than in India, and the industry mainly achieves the expansion through increase of existing centers, with only 10% from new center arrivals (Stewart, 2015).

The growth of the centers increases competition for skilled candidates. Assessment and understanding of the underlying motives for job search and job choice behaviors of prospective candidates is important for attraction and retention strategy deployment by human resource professionals.