Academic journal article Journal of Positive Management

Employee Talent in Development of Organization

Academic journal article Journal of Positive Management

Employee Talent in Development of Organization

Article excerpt

1. Introduction

The conditions in which modern organizations function cause that the fundamental mindset of managers focuses not only on material aspects, but also on problems which have no material basis, in majority those connected with the spiritual area of an organization.

Complex and unpredictable environment fuels the search of new ways in achieving steady and continuous advantage on the globally competitive market. Educated employees are less likely to accept the usage of past solutions connected with the structure and organization of work. In addition, these same workers consider those approaches to be unattractive or inadequate to the level of knowledge or skills they possess, and treat them as less effective. At the same time a question arises about how their education and possessed skills fit in with the goals or values of a prospective employer.

It is necessary to focus on aspects which will make it feasible to fulfil goals of these organizations, quantifiable or qualitative alike, and also on the employed staff itself. The key factor is the talent management (Strack et ak, 2010) and this is what the organizations should concentrate on in order to face up to the challenges of their surroundings. Acquiring the skill of recognizing one's talent development in this context is very crucial. Therefore, the specification of individuals we should consider to be talented and what characterization features make a talented employee, are also necessary.

The role of talented employees is particularly important in the development of the organization, which is interpreted differently- the concept is hardly measurable category it is relative (Bialasiewicz, 2002). The development of the organization is defined as occurring during the process of change (Machaczka, 1998,), as a result of which the state or more complex or more perfect form is reached, characterized by new properties.

This phenomenon is most frequently explained by quantitative concepts and measures of development (Konecki, 2007; Bolesta-Kukulka, 1997). However, the development of the organization relates to changes both quantitative- objective and taking place in these areas, which are not measured- in social relations, in the behavior and attitudes of employees. Both areas are closely interrelated and interact with each other (Kahn, 1998). According to J. Pene, development is a qualitative and quantitative changes' oriented process (structural changes, technological, cultural, etc.), trending relatively persistent, favoring the survival and stability of the organization (Pene, 1997).

In this hereby formulation, a comparison test of what the relation of talent to the development of organization was conducted. For this purpose the premises of the interest in organizational talent were indentified, with the multi-aspect interpretation of the concept of talent, and strong emphasis on the scale of the organization, in which the attention was placed on the factor of talent development. Subjective speculations were focused on the context of the organization's growth and were based on the national and international literature used in management studies.

2. Premises of interest in talent

When identifying the challenge premises of organizations, it is crucial to focus on the characteristics of the "future company" model created by L. Strannegard and M. Friberg. In this concept, the liquidity and instability in this future company is very common, and in some instances obvious. The employees are educated and it is very common that their education isn't directly connected with the type of work they do. They are uncomfortable in traditionally structured professions, but are strongly in the need of rigid and varied work. These employees come across a competent approach of today's managers, who are current on the modern ideas of management. Organization's management assumes the diversification and acceptance of changes, complexity and multifacetedness. …

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