TALENT MANAGEMENT AS A NEW PARADIGM IN MANAGEMENT SCIENCE

Autor

  • Anna Mazurkiewicz University of Rzeszow, Rzeszów

DOI:

https://doi.org/10.12775/JPM.2014.017

Słowa kluczowe

talent, talent management, paradigm, strategic success, sustainability

Abstrakt

The environment of contemporary organisations is defined as turbulent, due to novelty, speed and unpredictability of performed changes as well as an increase of its complexity level. It is accompanied with uncertainty of conducting an activity. New determinants require fast adjustment which requires the changes in assumed priorities and as a consequence – new paradigms. One of the paradigms is talent management. The aim of this study is to present talent management as a new paradigm in a contemporary organisation. To fulfil this aim, the traits of the new paradigm were presented, the meaning of talent management for strategic success of an organisation interpreted in the context of satisfying the needs of particular groups of stakeholders was emphasised, and actions which must be undertaken so as talent management contributes to this success were mentioned. The consequence of the new paradigm – talent management, is emphasising the identification of key resources of talent i.e. these for which the difference in quality and availability of talent significantly influences the processes or resources in the greatest level influencing a strategic success – sustainability, which concerns a wider aspect than a financial result only.

Bibliografia

Axelrod, B., Handfield-Jones, H., Welsh, T. (2001), „War for Talent – Part Two”, McKinsey Quarterly, No. 2, pp. 9-11.

Berger, L.A., Berger, D.R. (2004), The talent management handbook: creating organizational excellence by identifying, developing, & promoting your best people, McGraw-Hill, New York.

Blass, E., Knights, A., Orbea, A. (2006), „Developing Future Leaders: The contribution of Talent Management”, available at: http://www.ashridge.org.uk/Website/IC.nsf/wFARATT/Developing+Future+Leaders:+The+contribution+of+Talent+Management/$File/DevelopingFutureLeadersTheContributionOfTalentManagement.pdf (accessed 20 June 2012).

Boudreau, J.W. (2003), „Sustainability and the Talentship Paradigm: Strategic Human Resource Management Beyond the Bottom Line”, CAHRS Working Paper 03-21, Cornell University, School of Industrial and Labor Relations, Center for Advanced Human Resource Studies, Ithaca, New York.

Boudreau, J.W., Ramstad, P.M. (2006), „Talentship and HR Measurement and Analysis: From ROI to Strategic Organizational Change”, Human Resource Planning, Vol. 29 No. 1, pp. 25-33.

Branham, L. (2005), The 7 hidden reasons employee leave: how to recognize the subtle signs and act before it’s too late, AMACOM, New York.

Bremen, J.M., Sejen, M. (2012), „Advancing Total Rewards & The Employee Value Proposition”, Workspan, Vol. 1, pp. 56-61.

Cappelli, P. (2008), Talent on Demand. Managing Talent in an Age of Uncertainty, Harvard Business Press, Boston, Massachusetts.

Cheese, P., Thomas, R.J., Craig, E. (2008), Talent Powered Organization. Strategies for Globalization, Talent Management, and High Performance, Kogan Page, London-Philadelphia.

Chełpa, S. (2005), „Samorealizacja talentów – możliwości i ograniczenia intrapersonalne”, in: Borkowska, S. (Ed.), Zarządzanie Talentami, IPiSS, Warszawa.

Collings, D.G., Mellahi, K. (2009), „Strategic talent management: A review and research agenda”, Human Resource Management Review , Vol. 19 No. 4, pp. 304-314. DOI: http://dx.doi.org/10.1016/j.hrmr.2009.04.001

Doroszewski, W. (Ed.) (1967), Słownik języka polskiego, Vol. IX, PWE, Warszawa.

Drucker, P.F. (1998), „Management's New Paradigms”, Forbes, 5 October, pp. 152-177.

Heinen, J.S., O’Neill, C. (2004), „Managing Talent to Maximize Performance”, Employment Relations Today, Vol. 31 No. 2, pp. 67-82. DOI: http://dx.doi.org/10.1002/ert.20018

Horsfield, D., Isabel, O., Reidy, B. (2010), „Five Rules for Talent Management in the New Economy”, available at: www.towerswatson.com (accessed 25 August 2013).

Huselid, M. A. (1995), „The impact of human resource management practices on turnover, productivity, and corporate financial performance”, Academy of Management Journal, Vol. 38 No. 3, pp. 635–672. DOI:http://dx.doi.org/10.2307/256741

Igram, T. (2011), Zarządzanie talentami. Teoria dla praktyki zarządzania zasobami ludzkimi, PWE, Warszawa.

Jacobs, K. (2013), „War for talent increases threefold, CIPD survey finds”, available at: http://www.hrmagazine.co.uk/hro/news/1077519/war-talent-increases-threefold-cipd-survey (accessed 14 August 2013).

Jamali, D. (2005), „Changing management paradigms: implications for educational institutions”, Journal of Management Development, Vol. 24 No. 2, pp. 104-115.DOI: http://dx.doi.org/10.1108/02621710510579473

Jaremczuk, K. (2012), Podmiotowość pracownika w zarządzaniu organizacją, PWE, Warszawa.

Kinley, N., Ben-Hur, S. (2013), Talent Intelligence. What you need to know to identify and measure talent, Jossey-Bass, San Francisco.

Kuhn, T.S. (1968), Struktura rewolucji naukowych, Państwowe Wydawnictwo Naukowe, Warszawa.

Michaels, E., Handfield-Jones, H., Axelrod, B. (2001), The War for Talent, McKinsey & Company, Inc., Harvard Business School Press, Boston.

„Paradigm Shift: building a new talent management model to boost growth”, (2012), available at:http://www.ey.com/Publication/vwLUAssets/Building_a_new_talent_management_model/$FILE/Talent%20-%20Building%20a%20new%20talent%20management%20model.pdf (accessed 13 August 2013).

Silzer, R., Dowell, B.E. (Eds.) (2010), Strategy-Driven Talent Management. A Leadership Imperative, Jossey-Bass, San Francisco.

„SHL Talent Analytics: The Next Evolution of Talent Assessment”, (2011), available at: http://www.shl.com/assets/aberdeen_report_2011_10.pdf (accessed 10 July 2013).

Słownik wyrazów obcych (1995), Wydawnictwo Naukowe PWN, Warszawa.

Słownik wyrazów obcych z przykładami i poradami (2012), Wydawnictwo Naukowe PWN, Warszawa.

Strack, R., Caye, J.M., Lassen, S., Bhalla, V., Puckett, J., Espinosa, E.G., Francoeur, F., Haen, P. (2010), Creating People Advantage 2010. How Companies Can Adapt Their HR Practices for Volatile Times, available at: www.bcg.com (accessed 8 July 2013).

Tackling the Economic Crisis – has HR learned from the Past?, (2009), available at: http://eu.hudson.com/documents/EU_HR_survey_report.pdf (accessed 12 July 2013).

Talent Edge 2020: Redrafting talent strategies for the uneven recovery, (2012) available at: www.deloitte.com (accessed 09 June 2013).

Talent Shortage Survey. Research Results, (2013), available at: http://www.manpowergroup.com/wps/wcm/connect/587d2b45-c47a-4647-a7c1-e7a74f68fb85/2013_Talent_Shortage_Survey_Results_US_high+res.pdf?MOD=AJPERES (accessed 10 July 2013).

Thom, N., Friedli, V., Moser, R., Saxer, A. (2003), „Retention Management für High Potentials”, in: Schwuchow, K., Gutmann, J. (Ed.), Jahrbuch Personalentwicklung und Weiterbildung – Praxis und Perspektiven, München-Unterschleissheim.

Uren., L. (2011), „What talent wants: the journey to talent segmentation”, Strategic HR Review, Vol. 10 No. 6, pp. 31-37. DOI: http://dx.doi.org/10.1108/14754391111172805

Journal of Positive Management

Pobrania

Opublikowane

2014-10-03

Jak cytować

1.
MAZURKIEWICZ, Anna. TALENT MANAGEMENT AS A NEW PARADIGM IN MANAGEMENT SCIENCE. Journal of Positive Management [online]. 3 październik 2014, T. 5, nr 3, s. 15–27. [udostępniono 10.3.2026]. DOI 10.12775/JPM.2014.017.

Numer

Tom 5 Nr 3 (2014)

Dział

Articles

Licencja

Copyright

Articles submitted to the journal should not have been published before in their current or substantially similar form, or be under consideration for publication with another journal. Authors submitting articles for publication warrant that the work is not an infringement of any existing copyright and will indemnify the publisher against any breach of such warranty. For ease of dissemination and to ensure proper policing of use, papers and contributions become the legal copyright of the publisher unless otherwise agreed.

Plagiarism and ghostwriting

In response to the issue of plagiarism and ghostwriting the editors of the Journal of Positive Management has introduced the following rules to counteract these phenomena:

1. Contributors should be aware of their responsibility for a content of manuscripts.

2. Collective authors are obliged to reveal the contribution and an affiliation of each author (i.e. who is an author of specified part of a paper).

3. Any act of dishonesty will be denounced, the editors will inform appropriate institutions about the situation and give evidence of all cases of misconduct and unethical behaviour.

4. The editors may ask contributors for financial disclosure (i.e. contribution of specified institutions).

Statystyki

Liczba wyświetleń i pobrań: 1053
Liczba cytowań: 0