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3 results on '"Positive Organisational Potential"'

1. THE SIGNIFICANCE OF ORGANISATIONAL CITIZENSHIP BEHAVIOURS FOR TALENT MANAGEMENT – THE EXAMPLE OF POLISH COMPANIES

Author

Monika Chodorek and Agata Sudolska

Subjects
organisational citizenship behaviours, Positive Organisational Scholarship, Positive Organisational Potential, talent management, Business, HF5001-6182
Abstract

Nowadays it has been already recognized that the primary source of organisational development is knowledge and organisation’s ability to learn. Those two sources refer to employees who generate knowledge and determine the extent and manner how to use it. Taking this into account we can say that today each organisation strives for having the best possible, that means talented, employees. In contemporary economy organisations undertake some advanced activities in order to: attract, identify, recruit, keep and exploit talented employees in an optimal way. Such advanced activities are the components of the process called talent management. Talent management has become one of the most important trends and concepts in the field of contemporary enterprise management. It results from the fact that this concept offers companies the opportunity to create business models driven not by cost effectiveness but by new ideas and developing their intellectual potential. The idea of talent management has become very popular due to permanent enterprises’ struggle for the best employees. The issues underlying the necessity to focus on discovering and using the potential of talented employees is the central point of Positive Organisational Scholarship concept. However, both research and practical experience prove that talent management is extremely difficult process and many enterprises are getting into trouble while trying to implement this concept. This situation results from the fact that talent management depends not only on material assets of a firm but also on several intangible areas such as: organisational culture, relationships between employees, the level of organisational trust that are difficult to shape and monitor. Over the past decades, researchers have observed that some specific features of employees attitudes such as: altruism, conscientiousness, kindness or carrying about organisation can be helpful in talent management implementation. These supportive attitudes of employees have been recognized and named as organisational citizenship behaviours. The examples of such behaviours include a wide range of different activities, starting from employees helping one another in difficult tasks or projects, and ending with showing off company’s logo during some charity events. Organisational citizenship behaviours are personal and voluntary. Moreover, they are not included into official system of payment and rewarding in an organisation. However, it is known that such behaviours support enterprise’s effectiveness and efficiency. Both talent management and organisational citizenship behaviours were among key research areas of the project in which the authors have participated. The paper is an attempt to present part of research findings of this project. The purpose of the paper is to investigate the relationship between employees citizenship behaviours and talent management both in theory and empirical research.

Published
2016

2. Is leadership an antecedent of corporate social responsibility? The study in the context of positive organisational potential

Author

Andrzej Lis and Robert Karaszewski

Subjects
leadership, lcsh:Management. Industrial management, lcsh:Personnel management. Employment management, corporate social responsibility, business.industry, lcsh:HF5549-5549.5, Positive Organisational Scholarship, Context (language use), Public relations, Shared leadership, Antecedent (grammar), Scholarship, Leadership studies, lcsh:HD28-70, positive organisational potential, Corporate social responsibility, business, Set (psychology), Psychology, computer, Delphi, computer.programming_language
Abstract

The aim of the paper is to investigate the relationships between the manifestations of corporate social responsibility and the intra-organisational antecedents related to leadership. The study is conducted within the context of positive organisational potential. In order to achieve the aim of the paper, the following operational objectives have been set: (1) to discuss the concepts of leadership and CSR in the theory of Positive Organisational Scholarship; (2) to identify mutual correlations between CSR and the antecedents related to leadership; (3) to assess the impact of intra-organisational factors related to leadership on CSR. The analysis is based on the findings from questionnaire surveys in companies operating in Poland and the opinions of experts expressed during the Delphi session.

Published
2015

3. Positive Management. Managing the Key Areas of Positive Organisational Potential for Company Success, 366 s

Author

Stankiewicz, Marek Jacek (red.), Glińska-Neweś, Aldona, Lorenczewski, Ryszard, Karaszewski, Robert, Lis, Andrzej, Haffer, Rafał, Kalińska, Magdalena, Józefowicz, Barbara, Chodorek, Monika, Wińska, Joanna, Mazur, Kamila, and Skrzypczyńska, Kamila

Subjects
leadership, organisational citizenship behaviours, corporate social responsibility, corporate governance, Positive Organisational Scholarship, interpersonal relationships, talent management, internal communication, trust, middle managers, Positive Organisational Potential
Abstract

The book presents the outcomes of the empirical research on strategic management of the key areas of Positive Organisational Potential. The following key areas are studied: corporate governance, leadership, middle managers, trust, interpersonal relationships, talent management, the language of internal communication, organisational citizenship behaviours and corporate social responsibility. The book is focused on four research objectives. First of all, it verifies the assumption that the aforementioned key areas are the constituent components of Positive Organisational Potential. Secondly, it explores antecedents and approaches to develop the key areas of Positive Organisational Potential. Thirdly, it identifies the mechanisms explaining how the key areas of Positive Organisational Potential influence the development of an organisation. Finally, the authors develop a reference model for managing the key areas of Positive Organisational Potential. The concept of Positive Organisational Potential combines the ideas of Positive Organisational Scholarship and Resource Based View. Positive Organisational Potential is a configuration of tangible and intangible resources which determine the emergence of the positive culture and the positive climate, consequently stimulating positive emotions crucial for the pro-developmental employee behaviours. The pro-developmental behaviours are considered to be an undisputed source of organisational development. The development of companies is manifested by the increase in productivity, innovativeness, competitiveness, the quality of business processes and products, the satisfaction of stakeholders, the reputation of a company, its profitability and the growth of value. In order to generate Positive Organisational Potential the configuration of organisational resources should be shaped in a conscious, consistent and organised way within the strategic management process. Organisational resources are a very complex construct. Numerous interactions between their components are observed. They include cause-effect relations where some resources are recognised as the determinants and stimuli of the others. Therefore managers should focus their attention on developing constituent resources which determine the state, level and configuration of other resources. Such resources can be recognised as the key areas of Positive Organisational Potential. The effective development of these key areas is a prerequisite for the development of the whole system of Positive Organisational Potential.

Published
2014

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