Shaping the career of a talented employee in achieving competitive advantage by modern companies
DOI:
https://doi.org/10.12775/EiP.2017.011Keywords
the talent, talent management, career management, modern career models, competitive advantageAbstract
Motivation: In a knowledge-based economy, the competitiveness of companies is increasingly determined by an ability to use their resources to respond to changes. A particular role is attributed to intangible assets which become basic, while other factors are beginning to take on a complementary role. In today’s business the talent — a talented employee s strategically important.
However, resources are not valuable in themselves, but they are important in terms of activities aimed at achieving a competitive advantage. Recruiting and retaining talented employees is one of the biggest challenges in many businesses because of their outstandingness. Taking into account their specific characteristics, needs and expectations, an ability to pursue a career becomes the key issue.
Aim: The purpose of this article is to show the importance of career talents for the competitive advantage of a modern company. Its realization will be made by presenting the talent as a source of competitive advantage. The importance of contemporary career models for talented individuals as well as the company perspective will be shown.
Results: Traditional organizational careers are not a thing of the past — careers continue to be a means to accomplish strategic goals of the organization, especially during the ongoing talent war. Temporarily employment relationships and the high mobility of talented individuals mean that for this group of employees organizations should strive to build long-term relationships as a result of managing their careers within the organization. Such career development will contribute to the company’s strategic intentions.
References
Abrudan, M.M., & Matei, M.C. (2009). Talent management — a strategic priority. Annals of the University of Oradea. Economic Sciences, 18(4).
Barney, J.B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1). doi:10.1016/S0742-3322(00)17018-4.
Baruch, Y. (2004). Transforming careers: from linear to multidirectional career paths. Organizational and individual perspectives. Career Development International, 9(1). doi:10.1108/13620430410518147.
Berger, L.A., & Berger, D.R. (2004). The talent management handbook: creating or-ganizational excellence by identifying, developing, and promoting your best people. New York: McGraw–Hill.
Berger, L.A., & Berger, D.R. (2011). The talent management handbook: creating a sus-tainable competitive advantage by selecting, developing, and promoting the best people. New York: McGraw–Hill.
Boselie, P., Dietz, G., & Boon, C. (2005). Commonalities and contradictions in HRM and performance research. Human Resource Management Journal, 15(3). doi:10.1111/j.1748-8583.2005.tb00154.x.
Branham, L. (2005). The 7 hidden reasons employee leave: how to recognize the sub-tle signs and act before it’s too late. New York: AMACOM.
Briscoe, J.P., & Hall, D.T. (2006). The interplay of boundaryless and protean careers: Combinations and implications. Journal of Vocational Behavior, 69(1). doi:10.1016/j.jvb.2005.09.002.
Buckingham, M., & Vosburgh, R.M. (2001). The 21st century human resources func-tion: it’s the talent, stupid! Human Resource Planning, 24(4).
Boudreau, J.W. (2003). Sustainability and the talentship paradigm: strategic human resource management beyond the bottom line. CAHRS Working Paper, 03–21.
Boudreau, J.W., & Ramstad, P.M. (2005). Talentship and the evolution of human re-source management: from ‘professional practices’ to ‘strategic talent decision sci-ence’. Human Resource Planning Journal, 28(2).
Cheese, P., Thomas, R.J., & Craig, E. (2008). Talent powered organization. Strategies for globalization, talent management, and high performance. London–Philadelphia: Kogan Page.
Collings, D.G., & Mellahi, K. (2009). Strategic talent management: a review and re-search agenda. Human Resource Management Review, 19(4). doi:10.1016/j.hrmr.2009.04.001.
De Vos, A., & Dries, N. (2013). Applying a talent management lens to career manage-ment: the role of human capital composition and continuity. International Journal of Human Resource Management, 24(9). doi:10.1080/09585192.2013.777537.
Duckworth, A.L., Peterson, C., Matthews, M.D., & Kelly D.R. (2007). Grit: perseverance and passion for long-term goals. Journal of Personality and Social Psychology, 92(6). doi:10.1037/0022-3514.92.6.1087.
Ericsson, K. A., & Charness, N. (1994). Expert performance: Its structure and acquisi-tion. American Psychologist, 49(8). doi:10.1037/0003-066X.49.8.725.
Gagné, F. (2000). Understanding the Complex Choreography of Talent Development. In K.A. Heller, F.J. Mönks, R.J. Sternberg, & R.F. Subotnik (Eds.), International Handbook of Giftedness and Talent. Oxford: Elsevier.
Gubman, E.L. (1998). The talent solution: Aligning strategy and people to achieve ex-traordinary results. New York: McGraw–Hill.
Guthridge, M., Komm, A.B., & Lawson, E. (2008). Making talent a strategic priority. The McKinsey Quarterly, 1.
Hall, D.T. (2002). Careers in and out of organizations. Thousand Oaks: Sage Publica-tions.
Katyayani, J., & Nirmala Rani, T.N. (2016). A study on employee engagement among the employees of power sector with special reference to APSPDCL. International Education & Research Journal, 2(7).
Lewis, R.E., & Heckman, R.J. (2006). Talent management: A critical review. Human Resource Management Review, 16. doi:10.1016/j.hrmr.2006.03.001.
Michaels, E., Handfield-Jones, H., & Axelrod, B. (2001). The war for talent. Boston: Harvard Business School Press.
Mitchell, T.R. (1982). Motivation: New Direction for Theory, Research, and Practice. Academy of Management Review, 7(1). doi:10.5465/AMR.1982.4285467.
Paauwe, J., & Richardson, R. (1997). Introduction special issue on HRM and perfor-mance. International Journal of Human Resource Management, 8(3). doi:10.1080/095851997341621.
Porter, M.E. (1998). Competitive advantage: creating and sustaining superior perfor-mance. New York: The Free Press.
Schermerhorn, J.R. (2012). Exploring Management. Hoboken: John Wiley & Sons.
Simonton, D.K. (2011). Exceptional talent and genius. In T. Chamorro-Premuzic, S. von Stumm & A. Furnham (Eds.). The Wiley-Blackwell handbook of individual differ-ences. Retrieved 13.06.2017 from http://www.blackwellreference.com.
Sołoducho-Pelc, L. (2014). Competitive advantage: the courage in formulating objec-tives and expansiveness of a strategy. Procedia — Social and Behavioral Sciences, 150. doi:10.1016/j.sbspro.2014.09.058.
Sullivan, S. E. (1999). The changing nature of careers: a review and research agenda. Journal of Management, 25(3). doi:10.1177/014920639902500308.
Švárová, M., & Vrchota, J. (2014). Influence of competitive advantage on formulation business strategy. Procedia Economics and Finance, 12. doi:10.1016/s2212-5671(14)00394-3.
Tansley, C., Harris, L., Stewart, J., & Turner, P. (2006). Talent management: under-standing the dimensions. Change Agenda. London: CIPD.
Tsay, C.J., & Banaji, M.R. (2011). Naturals and strivers: preferences and beliefs about sources of achievement. Journal of Experimental Social Psychology, 47. doi:10.1016/j.jesp.2010.12.010.
Tuncel, E., Sadikoglu, S., & Memmedova, K. (2016). Statistical reasoning of impact of motivation on students’ achievement in foreign language learning. Procedia Com-puter Science, 102. doi:10.1016/j.procs.2016.09.397.
Uren, L. (2011). What talent wants: the journey to talent segmentation. Strategic HR Review, 10(6). doi:10.1108/14754391111172805.
Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Jour-nal, 5(2). doi:10.1002/smj.4250050207.
Zuboff, S. (1988). In the age of the smart machine: the future of work and power. New York: Basic Books.
Downloads
Published
How to Cite
Issue
Section
Stats
Number of views and downloads: 723
Number of citations: 0
