۱٫ Introduction

۲٫ Research on talent management: what do we know and where do we go from here?

۳٫ Methodology

۴٫ Research results

۵٫ Conclusion

References

Talent management has received increased attention over recent years, however, up-to-date research has concentrated mainly on developing concepts, constructs and definitions. Although numerous researches, talent management has not been studied extensively in regard to diverse types of organizations. The need for highly qualified employees, which may be regarded as talents, is emphasized and evident in this types of organizations. Up to this moment studies on talent management in health care organizations are scarce, and the need for such research is obvious. The research was based on 5, semi structured interviews carried out in chosen, different health care organizations in Poland. The data gathered during interviews were analyzed following abovementioned methodology leading to conclusions which include theoretical implications in form of propositions, practical implications, as a list of talent management practices suitable for health care organizations as well as future research directions.

Introduction

In recent years talent management has received increased research attention due to its ability to create and sustain competitive advantage of the company (Ashton & Morton, 2005; Coulson-Thomas, 2012). Basically, talent management is related to creating a talent pool from external and internal sources, adequately deploying these resources in pivotal positions, and further, work on their work motivation, organizational commitment and extra-roles behaviors that contribute to organizational performance (see: Collings & Mellahi, 2009). Such understanding of talent management concentrates attention on differentiation and departing from classical – human resource management approach. That means that organization willing to actively engage talents in organizational life have to figure out ways of capitalizing on their competencies and prepare structures, strategies and climate to encourage their employees on pivotal positions to contribute to organizational success. Despite growing research interest little is known about the ways in which public organizations, and healthcare in particular, manage their talents. To fill in this literature gap this study aims at exploring and understanding talent management in healthcare organizations. This aim is obtained in two basic steps. Firstly, we review recent talent management literature trying to identify directions in which scientific debate goes. Secondly, we present empirical study research carried in 5 chosen healthcare organizations from southern Poland and formulate theoretical and practical implications.