Olga Mondrus PhD Thesis summary 241018 final (1138517), страница 2
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The circle of interests related tothe issues of contextualisation includes companies related to small and medium-sizedbusinesses(Festing M., Ryan G., Schäfer L., Scullion H., Valverde M.), companies in particularindustries (Latukha M., Selivanovskikh L.), companies represented in emerging economies andcountries with national culture and business system peculiarities (Collings D.G., Cooke F.L.,McDonnell, A., Saini D.S., Scullion H., Skuza A., Vaiman V., Wang J.). As a factor, the industry isoften considered in the total number of external factors without a deep consideration of the structureand influence on the talent management system in the organisation (Cooke F.L., Saini D.S., Wang J.,5Schuler R.S.).
Thus, a significant shortage of research papers that consider the sectoral context as aninfluential factor on the talent management system continues to be strongly pronounced.Despite the fact that Russian companies demonstrate the growing interest in talent managementpractices, the subject of talent management remains a relatively new area of research for Russianscientists (Dymarskaya O., Eremina I., Kartashov S., Latukha M., Odegov Yu., Shatalov D.). Anumber of scientists have taken steps towards the systematisation of definitions of talent for business(Latukha M., Dymarskaya L.), revealing the cultural characteristics of talents in the Russian context(Latukha M.), and studying the practice of developing talented employees (Latukha M.).
The problemsof human resources management, and especially the management of talents in Russian companies ofthe IT industry are covered in a small number of papers. In most cases, there are a number ofcharacteristics of the IT industry that affect the approaches to personnel management (Rosanova N.);separate issues of selection, motivation, retention and turnover of IT companies’ personnel areconsidered (Giatsintova S.); the information on the toolkits used by Russian IT companies is offered,and attention to sectoral and national factors is paid (Latukha M., Selivanovskikh L.). To a lesserextent, these publications highlight the interrelation of factors within the organisation, there are nofully fledged studies on individual factors in talent management.
The question of how the managementpractices of talented employees are implemented and the talent management system as a whole arefunctioning have yet to be answered. The issues of connection between the talent management systemand the company's strategy, and talent management practices, as well as the interaction of the HRMsystem with the context factors of the organisation, remain unclear.To further identification of the problematic field of research, it is necessary to point out thedifferences between the two concepts – the personnel / human resource management system and thetalent management system, which are related as general and particular concepts.
Thus, the personnel /human resources management system is a general category considers employees collectively as anobject of management and indicates functions in the frame of attracting, selecting, developing,motivating and retaining practices (Armstrong M.). The talent management system as a privatecategory is an additional management system (subsystem), its results manifests in additionalopportunities for employees, who the leaders of the organisation consider as talents (Latukha M.).According to the author of the thesis research, in this system, talents can act not only as the object ofmanagement, but also as subjects, participating actively as the initiators and “designers” ofmanagement practices.The research goal and tasksThe goal of the thsis research is to design an sectoral model of talent management system in ITcompanies, which reflects the functioning of the talent management system as an open system withexternal and internal factors of the company, industry-specific definitions of talents, management6practices and significant influencing factors as the basis for further diagnostic procedures of talentmanagement in an organisation and identification of directions for developing talent management as asystem.To achieve the goal of the thesis research the following tasks were set:1) Analyse the categories of “talent” and “talent management”, the existing scientificapproaches to the study of talent management system in order to determine the theoretical frameworkof the research.2) Identify individual, organisational, sectoral, national, global factors affecting the formationof a talent management system; to build a theoretical model of the talent management system, whichreflects the interaction of the context with the elements of the talent management system and therelationship between talent management practices as a basis for conducting empirical research in ITcompanies.3) Develop a sectoral model of talent management system based on the results of an empiricalmultiple case study; determine the specifics of the common talent management system elements for ITcompanies and interaction with external and internal factors; identify possible configurations of thesectoral talent management system based on the peculiarities of an organisation’s external and internalfactors.
Carry out approbation of a sectoral model, based on qualitative data of the internationalresearch on HR practices using the example of a talent development practice as the most frequentlyused by companies;4) Develop practical recommendations as a basis for diagnostic procedures of talentmanagement configuration within the organisation and implementation of a talent developmentpractice based on the contextual approach to the development of the talent management system in theIT industry.Object and subject of the thesis researchObject of the thesis research: talent management system in IT companies and itsconfigurations.The subject of the thesis research: the elements of the talent management system and theinteraction of the talent management system with factors of the external and internal context of ITcompanies that are significant for the IT industry.The methodological basis of the thesis research can be defined as a complex, including atheoretical analysis of scientific literature, qualitative research using the multiple case studymethodology.
This gives grounds for analysing the interaction of the talent management system andthe organisation’s environment, and to consider the context, both external and internal, as a basis forinterpreting common features and differences; a quantitative study conducted to confirm or disprove7the results of a qualitative analysis of the sectoral talent management model by the example of themost common practice of talent development.The theoretical basis of the research is based on the results of research in the field of talentmanagement.
In the thesis research, the resource theory (Barney J.B., Penrose E.T.) was the origins ofthe definition of the “talents” concept, from the perspective of which talents are seen as unique andhard-to-replicate resources that companies need to achieve competitive advantages. Talentmanagement was considered through the prism of the concept of strategic human resourcemanagement in its contextual version (Michailova S.), which is based on the system theory, as well asthe ideas of the architecture of the HRM system.
Strategic HRM is also based on system theory. Inaccordance with the system theory the HRM system includes elements such as strategy, practices andprocesses, recognises the link with the business strategy (vertical integration), the relationship betweenHRM practices (horisontal integration).
The contextual approach takes into account both the externaland internal environment of the organisation and involves an explanation that goes beyond theorganisational level, integrating strategic HRM into the macrosocial context with which it interacts. Inthis interpretation, the context is both the condition and the result of a strategic approach to HRM(Brewster C.).
The concept of the HRM system architecture recognises the need for differentiation ofemployees and the presence several HR systems simultaneously in which HRM practices targetdifferent groups of personnel (Beatty R.W., Becker B.E., Huselid M.A.). Particular attention to a groupof employees with key competencies in terms of achieving the company's strategic goals is paid(Becker B.E., Huselid M.A., Lepak D.P., Snell S.A.), since effective management of such employeesis more likely to have a stronger impact on creating value for the company.In the thesis the author proceeds from the following definitions of the basic concepts ofresearch.
A talent is an employee who has (or has the potential) differentially contribute to theperformance of the company, occupying and / or creating strategic jobs. Talent management is themanagerial activity of attracting, selecting, developing, locating, motivating and retaining employees,whom company managers see as talents, while creating additional opportunities for them. The talentmanagement system is an open system that consists of such key elements as philosophy, strategy andpractices that, on the one hand, are influenced by multi-level factors of the external and internalcontext of the organisation, and on the other hand, can influence the context in which it functions.Context, being one of the central concepts in the study, is considered as a set of factors of differentlevels that interrelates with the object/subject of management.
Contextualisation is the process ofconstruction of an explanatory model of the talent management system formation in the company as aprocess of interaction of its elements and factors of the external and internal context of the organisationat the global, national, sectoral, organisational and individual levels.The empirical base of the thesis research is divided into two stages:81) qualitative analysis of the data collected by the author in 2015–2017. It includes materialsfrom 33 in-depth interviews with managers of Russian IT companies (talent management decisionmakers) and other stakeholders of talent management processes (employees whom the companiesconsider as talents), participant observation, examination of documents and other artifacts that mightbe used for a contextualised approach to talent management;2) quantitative analysis of data from the international study of human resource managementpractices conducted by members of the CRANET research network in 2014–2016.
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