Seeking Case Study: Can Balanced Rewards Retain Top R&D Talent in Bangalore's Software Scene?

Dear friends,

I am in Holland studying HRM and working on my research paper. I am searching for a successful case study illustrating a reward system, both extrinsic and intrinsic, that has effectively retained and motivated excellent R&D workers in Bangalore. Job hoppings among Software professionals, particularly R&D workers, are prevalent. Can you assist me in finding such a case study?

In my research, I aim to investigate whether a balanced mix of extrinsic and intrinsic rewards can significantly contribute to retaining these valuable R&D knowledge workers. The high mobility of R&D professionals poses a considerable risk to Small and Medium software enterprises as it may lead to the leakage of confidential information.

Some individuals view job hopping as a necessary step towards career development. What are your thoughts on this? Do you believe that a reward system combining extrinsic and intrinsic elements is an effective strategy to retain top R&D workers in the software industry?

If you have any suggestions, please share them with me. Thank you in advance!

Thank you very much!

I would greatly appreciate your assistance!

Hi Anne,

How are you doing? My name is Ganesh, and currently, I am pursuing my MBA specializing in HR. I am based in Pune, India. Not sure if you have heard of the place. My current assignment is on Knowledge Management in one of the premier insurance companies in India. I am a bit confused about how to proceed. :(

We had a very basic version of KM before in the form of a bulletin board where people could share their thoughts, ideas, and opinions. However, it did not perform well. So, I conducted a questionnaire to understand the reasons behind its mediocre performance. The data revealed some surprising results, but now I am unsure how to proceed.

Regarding your case study, maybe if my KM implementation goes well, it could be a case study for you. How is your MBA going? In terms of intrinsic and extrinsic rewards, I noticed something interesting while administering the questionnaire - senior-level managers are not motivated by money to participate actively in KM groups. Instead, they respond better to recognition of their status and egos. On the other hand, middle-level management would be more willing to share their thoughts and experiences if there were cash prizes or incentives involved. Something to consider.

Feel free to reach me at ganesh_369@yahoo.com.

Love & Regards,

Ganesh

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