Branding/Logomark minus Citation Combined Shape Icon/Bookmark-empty Icon/Copy Icon/Collection Icon/Close Copy 7 no author result Created with Sketch. Icon/Back Created with Sketch. Match!

Talent Management in Poland: Challenges, Strategies and Opportunities

Published on Jan 1, 2014
· DOI :10.1007/978-3-319-05125-3_15
Sylwia Przytuła2
Estimated H-index: 2
(Wrocław University of Economics)
Cite
Abstract
The purpose of this chapter is to diagnose the state of theory and practice in the area of talent management (TM) in Poland. Against the background of the conceptual achievements made by some Polish experts in this field, the results of research conducted by research institutions will be presented in the frame of TM in companies in Poland. So there will be just an element of Polish reality in that area (not extenuating to a more general thesis about talent management in Poland), but it enables an outline of the key TM challenges and strategies needed to overcome these challenges and the future opportunities which exist both in Polish companies and in global business practice. The content of the chapter includes the definition of “talent” and models of talent management. Also the practice of talent management in Poland was shown.
  • References (23)
  • Citations (6)
Cite
References23
Newest
Published on Jan 1, 2014
Ewa Konstanty1
Estimated H-index: 1
(Jagiellonian University),
Anna Modzelewska1
Estimated H-index: 1
(Jagiellonian University)
This article is based on a text by Tom Keenoy Human Resource Management, published in 2009 in a book The Oxford Handbook of Critical Management Studies. We can find there many definitions of human resource management and very detailed characterization of it, as well as about the history of the concept and its evolution over the years. We can see the process of introduction HRM to many different countries and the process of change through which it passed. This article touches the problem of recep...
Agnieszka Skuza3
Estimated H-index: 3
(Poznań University of Economics),
Hugh Scullion29
Estimated H-index: 29
(National University of Ireland, Galway),
Anthony McDonnell16
Estimated H-index: 16
(UniSA: University of South Australia)
There is a dearth of empirical studies on talent management (TM) in the emerging markets, and in particular a lack of research on TM in the countries of the Central and Eastern European (CEE) region. Our empirical study in 58 organisations in Poland, a major economy in the CEE region, is one of the first studies to examine TM in this context. Our study highlights the particular nature of the TM challenges facing organisations in Poland and shows that there is little evidence to suggest that Poli...
Published on Jan 1, 2013in Argumenta Oeconomica 0.35
Sylwia Przytuła2
Estimated H-index: 2
(Wrocław University of Economics)
Published on Dec 1, 2012in Leader To Leader
Dave Ulrich32
Estimated H-index: 32
(UM: University of Michigan),
Norm Smallwood7
Estimated H-index: 7
Leadership development, according to Ulrich and Smallwood, is not only about developing future generations of leaders. It's also about self-development. Similarly, the concept of talent is multidimensional, and not completely understood by the C-suite executives at the top of organizations. Ulrich and Smallwood provide a detailed and concrete examination of what talent really is, and how it can be developed through succession, customization, and modeling, along with suggestions for proper leader...
Published on Jan 1, 2012
Jacek Kopeć1
Estimated H-index: 1
Published on Jan 1, 2011in European Journal of International Management 1.35
David G. Collings27
Estimated H-index: 27
,
Hugh Scullion29
Estimated H-index: 29
,
Vlad Vaiman16
Estimated H-index: 16
While talent management has gained a central place in the managerial discourse, academic research in the area has lagged behind. This paper considers talent management with a particular focus on the European context and sets the scene for the special issue which it precedes. Given that much of our understanding of talent management is premised on work by North American colleagues, the paper and special issue are intended to provide a European contribution to the field. We hope that through empir...
Published on Nov 11, 2010
Vlad Vaiman16
Estimated H-index: 16
(RU: Reykjavík University),
Nigel Holden7
Estimated H-index: 7
(UCLan: University of Central Lancashire)
The key objective of this chapter is to outline the essential complexities of social, cultural and institutional influences on TM as a philosophy and practice in CEE countries. Particular attention will be paid to (a) human factors that give individual countries and the region a distinctive character from a TM perspective, and to (b) three foreign firms, whose contrasting experiences of and diversity of reactions to their CEE employees and potential recruits highlights, on the one hand, enlighte...
Published on Apr 1, 2010in Journal of World Business 5.79
Kamel Mellahi30
Estimated H-index: 30
(University of Sheffield),
David G. Collings27
Estimated H-index: 27
(National University of Ireland, Galway)
This paper focuses on talent management failure by multinational enterprises (MNEs). It examines barriers to corporate advancement of talents located in subsidiaries and more specifically on promotion of talent already employed by the MNE to be part of the upper echelon management team at its centre. Drawing on agency and bounded rationality theories, we discuss the underlying causes of talent management failure in MNEs. At the subsidiary level, we draw on agency theory to delineate self-serving...
Published on Apr 1, 2010in Journal of World Business 5.79
Hugh Scullion29
Estimated H-index: 29
,
David G. Collings27
Estimated H-index: 27
,
Paula Caligiuri33
Estimated H-index: 33
Section 1: The Context of Global Talent Management 1. Global Talent Management: Introduction Hugh Scullion and David G. Collings 2. Framework for Global Talent Management: HR Actions for Dealing with Global Talent Challenges Randall S. Schuler, Susan E. Jackson and Ibraiz Tarique Section 2: Global Talent Management in Practice 3. Global Talent Management: New Roles for the Corporate HR Function? Paul Sparrow, Hugh Scullion and Elaine Farndale 4. The Identification and Evaluation of Talent in MNE...
Published on Apr 1, 2010in Journal of World Business 5.79
Elaine Farndale18
Estimated H-index: 18
(Tilburg University),
Hugh Scullion29
Estimated H-index: 29
(NUI: National University of Ireland),
Paul Sparrow34
Estimated H-index: 34
(Lancaster University)
We currently know little of the role of the corporate human resource (HR) function in multinational corporations regarding global talent management (GTM). GTM is explored here from two perspectives: increasing global competition for talent, and new forms of international mobility. The first considers the mechanisms of GTM, and the second, individual willingness to be mobile, especially in emerging markets, and the organizational capability needed to manage this talent. New corporate HR roles are...
Cited By6
Newest
Published on Jan 1, 2018
Sulaiman Olusegun Atiku3
Estimated H-index: 3
(UKZN: University of KwaZulu-Natal),
Ziska Fields4
Estimated H-index: 4
(UKZN: University of KwaZulu-Natal)
Published on Jan 1, 2018
Oriaghe Raphael Oseghale1
Estimated H-index: 1
(Swansea University),
John Mulyata1
Estimated H-index: 1
(Swansea University),
Yaw A. Debrah22
Estimated H-index: 22
(Swansea University)
Talent management (TM) is now firmly pursued by organisations globally as a strategic imperative. Although the present talent shortage is a global challenge, it is more critical in emerging economies, particularly in sub-Saharan Africa. The enormous challenges associated with the attraction, development and retention of talent by firms operating in sub-Saharan Africa (SSA) call for the adoption of robust talent management (TM) strategy to navigate these challenges. However, the extant literature...
Published on Jan 1, 2018
Sylwia Przytuła2
Estimated H-index: 2
(Wrocław University of Economics)
Published on Oct 1, 2017in European Management Journal 2.98
Frank Bezzina5
Estimated H-index: 5
(University of Malta),
Vincent Cassar8
Estimated H-index: 8
(University of Malta)
+ 2 AuthorsDarko Tipurić4
Estimated H-index: 4
(University of Zagreb)
Abstract Good management practice is assumed to be the product of a good knowledge base and its application, not least in Human Resource Management (HRM). The aim of this study is to assess the extent to which managers adhere to practices of HRM that are more likely to be upheld by research evidence as opposed to beliefs for which research evidence is highly lacking. In addition, it evaluates practitioners’ explanations about adopting HR practices. This study was conducted in three European Unio...
Published on Jan 1, 2016
Abstract Purpose This chapter reports the current status of management practices in the Central and Eastern Europe (CEE) region as seen by international expatriates. Based on the results and expert insights, we aim at giving guidance to MNE leaders and strategy makers as well as operative HRM staff and other expatriate managers how to best exploit the value-added opportunities in the CEE region by adopting the region-specific talent management and staffing policies and practices. Methodology/app...
Published on Aug 1, 2016in Facilities
Rapeerat Thanyawatpornkul1
Estimated H-index: 1
,
Sununta Siengthai9
Estimated H-index: 9
,
Lalit M. Johri9
Estimated H-index: 9
Purpose There is limited empirical research that investigates issues related to strategy and its execution in facility management (FM) business especially in Thailand. Thus, the purpose of this study is to examine the factors influencing the execution of the strategy of FM companies located in Thailand from employees’ perspective. Design/methodology/approach This study used a qualitative research approach. Five FM companies, both foreign and Thai firms, were selected as case studies in this rese...