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The purpose of this paper is to examine how the support managers provide to employees affects the employees' sense of intrinsic reward, personal commitment, perceived career success, and retention.

A large‐scale employee survey wss conducted of 28 organizational entities in India involving 9,301 randomly identified employees yielding 4,811 respondents (54 percent response rate) supported by employee interviews following the survey.

Using a hypothesis‐driven, path analytic‐regression approach, the managerial support of employees had significant direct and indirect effects on perceived career success and retention one year later. Intrinsic rewards and personal commitment mediated these relationships.

Managers may play a much greater role in employee retention than the literature often suggests. Key manager practices include showing personal interest, holding career discussions, acknowledging employee contributions, using a system of empowerment, and celebrating milestones and successes. Employees can improve their perceived career success by balancing their long‐ and short‐term goals, improving their competence, and communicating openly with their managers. To reduce turnover, HR professionals can provide better manager support training, hold managers accountable for retention, enhance the career management and HR systems by developing more non‐monetary rewards, and learn from those that leave.

Manager practices in support of their employees were studied across a large and diverse set of national, international, and global firms operating in India. Findings highlight the importance of the managerial role in reducing turnover and enhancing perceptions of career success in a culture known for high power distance among managers and employees.

The aim of this paper is to focus on reducing employee dissatisfaction and withdrawal in major, consultant designed, change programs by increasing intrinsic rewards.

A survey of 585 employees and 31 team leaders involved in ten change programs across seven companies, 25 business units, and three countries was used to collect employees' sense of intrinsic rewards, innovation, satisfaction with their organization, and intentions to stay at the start of the change effort and one year later.

Employees reported higher levels of intrinsic rewards (meaningfulness and choice) one year into a change program compared to at the start of the change effort. Intrinsic rewards related positively with satisfaction with the organization and intentions to stay at both time periods, with programs supportive of employee innovation further enhancing employee satisfaction and retention more strongly during the change effort.

While the sample was large, and the authors obtained team leader perspectives in support of the findings, the study involved surveying samples of employees on programs where the team leader had sufficient rapport to obtain voluntary employee responses.

Consultants and managers involved in planned change can increase the support for the change through enhancing the intrinsic rewards of employees involved in the change program.

By examining the work motivation of employees undergoing a change program the authors were able to identify ways in which consultants and managers can increase employee satisfaction with their organization and intentions to stay with it.