Successful Talent Management Through Positive CSR-Driven Transactions

• Autorzy: Adrian Pyszka , Daniel Gajda
• Języki publikacji: EN

Abstrakty

EN

Purpose: The purpose of this paper is to study the meaning of talent management (TM) in the context of corporate social responsibility (CSR) and transaction cost theory (TCE).

Approach: This is a literature review paper.

Findings: The study suggests that, contrary to economical predictions, TM is a socially unpredictable process that has to be based on a clearly articulated and contingent input-output perspective provided by positive CSR strategies. This study shows (against a backdrop of the boundaries of the socially responsible organization) the transactional nature of talent management and highlights the issues that affect the process of talent acquisition, development and retention. The study proposes a CSR driven talent management model, to fill the gap between talent management processes and organization development requirements, that enhances in-house talent satisfaction, engagement and commitment talented employees to continue employment as well as attracting outside talents to the organization.

Research limitations: This study is based on theoretical analysis and its assumptions should be tested empirically. Practical implications: The study shows the need for integration of the CSR practices and talent management to decrease transaction costs. The study stresses that CSR-driven TM has to consider the initial growth of transaction costs and their decline at the end of the TM process.

Originality/Value of the paper: The study addresses a research gap by integrating TM with CSR and TCE perspectives. It is also suggested that instead of well-developed talent management processes companies have to consider striking a balance between profitability and responsibility to find an appropriate regulator of the future transactions. (original abstract)

Słowa kluczowe

EN

Human Resource Management models; Talent management; Corporate Social Responsibility (CSR); Transaction cost

PL

Modele zarządzania zasobami ludzkimi; Zarządzanie talentami; Społeczna odpowiedzialność biznesu; Koszty transakcyjne

• Czasopismo: Journal of Positive Management
• Rocznik: 2015
• Tom: 6
• Numer: nr 2
• Strony: 3--19

Twórcy

autor

Adrian Pyszka

• University of Economics in Katowice, Poland

autor

Daniel Gajda

• University of Economics in Katowice, Poland

Bibliografia

• Areiqat, A. Y., Abdelhadi, T., Al-Tarawneh, H. A. (2010), "Talent management as a Strategic Practice of Human Resources Management to improve human performance Interdisciplinary", Journal of Contemporary Research in Business, Vol. 2 No. 2, pp. 329-341.
• Arthur, J. B., Boyles, T. (2007), "Validating the human resource system structure: A level-based strategic HRM approach", Human Resource Management Review, Vol. 17 No. 1, pp. 77-92. DOI:http://dx.doi.org/10.1016/j.hrmr.2007.02.001
• Ashton, Ch., Morton, L. (2005), "Managing talent for competitive advantage", Strategic HR Review, Vol. 4 No. 1, pp. 28-31.
• Atkinson, J. M. (1984), Structures of social action, Cambridge University Press, Cambridge.
• Axelrod, B., Handfield-Jones, H., Michaels, E. (2002), "A new game plan for C players", Harvard Business Review, Vol. 80 No. 1, pp. 80-88.
• Becker, B., Gerhart, B. (1996), "The impact of human resource management on organizational performance: Progress and prospects", Academy of Management Journal, Vol. 39 No. 4, pp. 779-801. DOI:http://dx.doi.org/10.2307/256712
• Becker, B. E., Huselid, M. A. (2006), "Strategic human resources management: Where do we go from here?", Journal of Management, Vol. 32 No. 6, pp. 898-925.
• Bhattacharya, C. B., Sen, S., Korschun, D. (2008), "Using Corporate Social Responsibility to Win the War for Talent", MIT Sloan Management Review, Vol. 49 No. 2, pp. 37-44.
• Bingham, T. (2008), "The Talent Factor", Public Manager, Vol. 37 No. 3, pp. 80-83.
• Bocquet, R., Mothe, C. (2010), "Exploring the relationship between CSR and innovation: A comparison between small and large sized French companies", Revue Sciences de Gestion, No. 80, pp. 101-119.
• Borkowska, S. (2005), "Kilka refleksji tytułem wstępu", in: Borkowska, S. (Ed.), Zarządzanie talentami, IPISS, Warszawa, pp. 11-15.
• Boudreau, J. W., Ranstadt, P. M. (2007), Beyond HR: The new science of Human Capital, Harvard Business School Publishing, Boston.
• Brown, L. M. (2014), "A Proposed Talent Management Model for Leader-Managers in State-Owned Enterprises in China", International Journal of Human Resource Studies, Vol. 4 No. 3, pp. 198-213. DOI:http://dx.doi.org/10.5296/ijhrs.v4i3.6011
• Buckingham, M., Vosburgh, R. M. (2001), "The 21st century human resources function: It's the talent, stupid!", Human Resource Planning, Vol. 24 No. 4, pp. 17-23.
• Burkus, D., Osula, B. (2011), "Faulty Intel in the War for Talent: Replacing the Assumptions of Talent Management with Evidence-based Strategies", Journal of Business Studies Quarterly, Vol. 3 No. 2, pp. 1-9.
• Cameron, K. S., Dutton, J. E., Quinn, R. E. (2003), "An Introduction to Positive Organizational Scholarship", in: Cameron, K. S., Dutton, J. E., Quinn, R. E. (Eds.), Positive Organizational Scholarship, Berrett-Koehler, San Francisco, pp. 3-13.
• Carroll, A. G. (1974), "The four faces of corporate citizenship", Business and Society Review, Vol. 100 No. 1, pp. 1-7. DOI:http://dx.doi.org/10.1111/0045-3609.00008
• Chitsaz-Isfahani, A., Boustani, H. R. (2014), "Effects of Talent Management on Employees Retention: The Mediate Effect of Organizational Trust International", Journal of Academic Research in Economics and Management Sciences, Vol. 3 No. 5, pp. 114-128.
• Chodorek, M. (2012), "The Place and Role of Talent Management in the Positive Organizational Potential: An Empirical Study of Companies Operating in Poland", Competition Forum, American Society for Competitiveness Publication, Vol. 10 No. 2, pp. 15-27.
• Christensen, R. N. (1997), "Where is Human Resources?", in: Ulrich, D., Losey, M. R., Lake, G. (Eds.), Tomorrow's HR Management, John Wiley and Sons, New York, pp. 18-24.
• Coase, R. H. (1937), "The Nature of the Firm", Economica. New Series, Vol. 4 No. 16, pp. 386-405. DOI:http://dx.doi.org/10.1111/j.1468-0335.1937.tb00002.x
• Collings, D. G., Mellahi, K. (2009), "Strategic talent management: A review and research agenda", Human Resource Management Review, Vol. 19 No. 4, pp. 304-313. DOI:http://dx.doi.org/10.1016/j.hrmr.2009.04.001
• Crane, A., Matten, D. (2004), Business Ethics, Oxford University Press, Oxford.
• Crane, A., Matten, D. (2007), Business Ethics, Oxford University Press, Oxford.
• European Parliament, (2011), EU Multi Stakeholder Forum on Corporate Social Responsibility, available at: http://ec.europa.eu/DocsRoom/documents/8774/attachments/1/trans lations/en/renditions/native (accessed 01 September 2015).
• Friedman, M. (1970), "The Social Responsibility of Business is to Increase its Profits", New York Times Magazine, September 13: 32-33, pp. 122-124.
• Gandossy, R., Kao, T. (2004), "Talent wars: Out of mind, out of practice", Human Resource Planning, Vol. 27 No. 4, pp. 15-19.
• Geyskens, I., Steenkamp, J. B. E. M., Kumar, N. (2006), "Make, Buy, or Ally: A Transaction Cost Theory Meta-Analysis", Academy of Management Journal, Vol. 49 No. 3, pp. 519-543. DOI:http://dx.doi.org/10.5465/AMJ.2006.21794670
• Ghoshal, S., Moran, P. (1996), "Bad for Practice: A Critique of the Transaction Cost Theory", The Academy of Management Review, Vol. 21 No. 1, pp. 13-47. DOI:http://dx.doi.org/10.5465/AMR.1996.9602161563
• Gond, J. P., Igalens, J., Swaen, V., El Akremi, A. (2011), "The Human Resources Contribution to Responsible Leadership: An Exploration of the CSR-HR Interface", J Bus Ethics, Vol. 98 No. 1, pp. 115-132. DOI:http://dx.doi.org/10.1007/s10551-011-1028-1
• Grayson, D. (2010), ‟W poszukiwaniu nowej definicji wartości", Harvard Business Review Polska, dodatek "Odpowiedzialny Biznes 2010", pp. 10-16.
• Hodges DeTuncq, T., Schmidt, L. (2013), "Examining integrated talent management", T+D, Vol. 67 No. 9, pp. 30-35.
• Hollender, J., Breen, B. (2010), The responsibility revolution. How the next generation of businesses will win, Jossey-Bass, A Wiley Imprint, San Francisco.
• Hollender, J., Brenn, B. (2010), "The Responsibility Revolution: How the Next Generation of Business Will Win", in.: Bielewicz, A. (Ed.), Odpowiedzialność 2.0, Harvard Business Review Polska, dodatek "Odpowiedzialny Biznes 2010", pp. 4-9.
• Husted, B. W., Folger, R. (2004), "Fairness and Transaction Costs: The Contribution of Organizational Justice Theory to an Integrative Model of Economic Organization", Organization Science, Vol. 15 No. 6, pp. 719-729. DOI:http://dx.doi.org/10.1287/orsc.1040.0088
• Jackson, S. E., Schuler, R. S. (1990), "Human resource planning: Challenges for industrial/ organizational psychologists", American Psychologist, Vol. 45 No. 2, pp. 223-239. DOI:http://dx.doi.org/10.1037/0003-066X.45.2.223
• Jones, G. R., Hill, Ch. W. L. (1988), "Transaction cost analysis of strategy-structure choice", Strategic Management Journal, Vol. 9 No. 2, pp. 159-172. DOI:http://dx.doi.org/10.1002/smj.4250090206
• Jones, T. (1995), "Instrumental stakeholder theory: A synthesis of ethics and economics", Academy of Management Review, Vol. 20 No. 2, pp. 404-437. DOI:http://dx.doi.org/10.5465/AMR.1995.9507312924
• Kang, Y. Ch., Wood, D. J. (1995), "Before-Profit Social Responsibility: Turning the Economic Paradigm Upside Down", in: Nigh, D., Collins, D. (Eds.), Proceedings of the Sixth Annual Meeting of the International Association of Business and Society, IABS, Vienna, pp. 408-418.
• Kotler, P., Lee, N. (2005), Corporate Social Responsibility. Doing the Most Good for Your company and your cause, Wiley and Sons, New Jersey.
• Lewis, R. E., Heckman, R. J. (2006), "Talent management: A critical review", Human Resource Management Review, Vol. 16 No. 2, pp. 139-154. DOI:http://dx.doi.org/10.1016/j.hrmr.2006.03.001
• Majeed, A. (2013), "Application of Business Process Through Talent Management: An Empirical Study", Journal of Marketing and Management, Vol. 4 No. 2, pp. 46-68.
• Maon, F., Lindgreen, A., Swaen, V. (2009), "Designing and Implementing Corporate Social Responsibility: An Integrative Framework Grounded in Theory and Practice", Journal of Business Ethics, Vol. 87 No. 1, pp. 71-89. DOI:http://dx.doi.org/10.1007/s10551-008-9804-2
• Mehta, A., (2011), "Human Capital Management: A Comprehensive Approach to Augment Organzational Performance", Review of Management, Vol. 1 No. 2, pp. 44-57.
• Michaels, E., Handfield-Jones, H., Axelrod, B. (2001), The war for talent, Harvard Business School Press, Boston.
• Midttun, A., (2007), "Corporate responsibility from a resource and knowledge perspective Towards a dynamic reinterpretation of C(S)R: are corporate responsibility and innovation compatible or contradictory?", Corporate Governance, Vol. 7 No. 4, pp. 401-413.
• Midttun, A., Dirdal, T., Gautesen, K., Omland, T., Wenstøp, S. (2005), "Integrating Corporate Social Responsibility and Other Strategic Foci in a Distributed Production System - A Transaction Cost Perspective on the North Sea Offshore Petroleum Industry", BI Norwegian School of Management, Research Report 11/2005.
• Nord, W. R., Riggs Fuller., S. (2009), "Increasing Corporate Social Responsibility Through an Employee-centered Approach", Employment Response Rights Journal, Vol. 21 No. 1, pp. 279-290. DOI:http://dx.doi.org/10.1007/s10672-009-9126-2
• Paauwe, J., Boselie, P. (2003), "Challenging 'strategic HRM' and the relevance of the institutional setting", Human Resource Management Journal, Vol. 13 No. 3, pp. 56-70. DOI:http://dx.doi.org/10.1111/j.1748-8583.2003.tb00098.x
• Phillips, D. R., Roper, K. O. (2009), "A framework for talent management in real estate", Journal of Corporate Real Estate, Vol. 11 No. 1, pp. 7-16.
• Pilbeam, S., Corbridge, M. (2002), People resourcing. HRM in practice, 2nd ed., Prentice Hall, New Jersey.
• Porter, M. E., Kramer, M. R. (2006), "Strategy and society: the link between competitive advantage and corporate social responsibility", Harvard Business Review, Vol. 84 No. 12, pp. 78-92.
• Porter, M. E., Kramer, M. R. (2011), "Creating Shared Value. How to reinvent capitalism - and unleash a wave of innovation and growth", Harvard Business Review, No. 1-2, pp. 1-17.
• Pyszka, A. (2013), "Corporate Social Innovation: How to Create Value by Doing the Right Things?", in: Nalepka, A., Ujwary-Gil, A. (Eds.), Business And Non-Profit Organizations Facing Increased Competition And Growing Customers Demands, Wydawnictwo i Drukarnia Nova Sandec (Wyższa Szkoła Biznesu - National-Louis University), pp. 21-34.
• Pyszka, A., Piłat, M. (2011), "Applying Trompenaars typology of organizational culture to implementation of CSR strategy", Journal of Intercultural Management, Vol. 3 No. 2, pp. 113-125.
• Rothwell, W. J. (1994), Effective succession planning: Ensuring leadership continuity and building talent from within, Amacom, New York.
• Sharp, Z., Zaidman, N. (2010), "Strategization of CSR", Journal of Business Ethics, Vol. 93 No. 1, pp. 51-71. DOI:http://dx.doi.org/10.1007/s10551-009-0181-2
• Silvaab, P., Cooray, R. (2014), "Building Human Capital in Organizations through Corporate Social Responsibility - A holistic coaching approach", Procedia - Social and Behavioral Sciences, Vol. 159 No. 1, pp. 753-758.
• Smart, B. D. (1999), Topgrading: How leading companies win by hiring, coaching, and keeping the best people, Penguin Group, New York.
• Stahl, G. K., Björkman, I., Farndale, E., Morris, S. S., Paauwe, J., Stiles, P., Trevor, J., Wright, P. M. (2012), "Six Principles of Effective Global Talent Management", MIT Sloan Management Review, Vol. 53 No. 2, pp. 25-32.
• Tabor, J. (2013), Zarządzanie talentami w przedsiębiorstwie: koncepcje, strategie, praktyka, Poltext, Warszawa.
• Thornton, (2008), Corporate Social Responsibility: a necessity not a choice, Grant Thorton International Business Report.
• Tucker, E., Kao, T., Verma, N. (2005), "Next-generation talent management: Insights on how workforce trends are changing the face of talent management", Business Credit, Vol. 107 No. 7, pp. 20-27.
• Ulrich, D., Smallwood, N. (2002), "Seven Up", available at: http://www.cipd.co.uk/pm /peoplemanagement/b/weblog/archive/2013/01/29/6753a-2002-05.aspx (accessed 01 September 2015).
• Vladescu, A. (2012), "The possibility of implementing talent management in the public sector", Management and Marketing Challenges for the Knowledge Society, Vol. 7 No. 2, pp. 351-362.
• Waddock, S., Bodwell, Ch. (2007), Total Responsibility Management, Greenleaf Publishing, Sheffield.
• Wheeler, D., Sillanpää, M. (1997), The Stakeholder Corporation. A blueprint to maximizing stakeholder value, Pitman Publishing, London.
• Williamson, O. E. (1998), Ekonomiczne Instytucje kapitalizmu. Firmy, rynki, relacje kontraktowe, PWN, Warszawa.
• Williamson, O. E. (2010), "Transaction Cost Economics: The Origins", Journal of Retailing, Vol. 86 No. 3, pp. 227-231. DOI:http://dx.doi.org/10.1016/j.jretai.2010.07.006
• Zink, K. J. (2008), Corporate Sustainability as a Challenge for Comprehensive Management, Physica-Verlag, A Springer Company, Heilderberg.

Identyfikatory

DOI

10.12775/JPM.2015.007