The Significance of Organisational Citizenship Behaviours for Talent Management - the Example of Polish Companies

1. INTRODUCTIONSearching for sources of development and ways to build competitive edge, contemporary enterprises are more and more often choosing intangible assets such as knowledge, relations or employees' behaviours. Apparently, the way employees behave can lead to the organisation's success or failure. It is indisputable that talented, fully involved employees, energetic and satisfied with their work and the tasks they carry out, loyal towards the company, prone to cooperate and share knowledge, etc. are the ones that all managers dream about. Only such employees are able to create and introduce innovations, foster good relations with clients, increase the quality of processes and products, in this way constantly improving organisation's performance. That is why it is necessary for companies to look for ways how to attract talented people and then initiate and reinforce the desired behaviours among employees. Recently, those who analyse such behaviours, has placed considerable attention on so called workers' citizenship behaviours. This topic seems to be interesting so our paper is an attempt to explore this component of employees' attitude in a work place because it could be helpful in talent management. Currently, there is a relatively new concept which answers to these needs, which is becoming popular in the area of organisational management and gaining more and more "believers". This concept is called Positive Organisational Scholarship (POS) (Cameron, Dutton, Quinn eds., 2003) and an influential journal "Harvard Business Review" described this discipline as revolutionary and groundbreaking (Glinska-Newes, 2010, p. 37). POS, which emerged from positive psychology basis, deals with research on organisation's and its members positive characteristics as well as positive processes taking place in organisations and their performance (Cameron, Dutton, Quinn eds., 2003). It focuses all the necessary attention on employees' positive emotions, as they are the primary condition for the emergence of creative processes in organisation. Such positive emotions contribute to so called positive organisational climate, which is naturally sought by employees. Consequently, the basic task of the management science is to formulate recommendations how to manage organisations in order to evoke positive emotions in employees and create wide spectrum of desired behaviours, including employees' citizenship behaviours. It is possible to find such recommendation further in the article in the presented concepts concerning both, talent management and citizenship behaviours embedded in POS.2. TALENT MANAGEMENTTalent management is one of the leading management processes in contemporary enterprises. It is due to the fact that enterprises fight for the best, talented employees who are the basis for the company's development and success. In literature and practice there is a common term "war for talent" which was coined in late 90s of the XX century by McKinsey&Company (Michaels, Handfield-Jones, Axelrod, 2001), whose symptom is increasing international competition for talented employees. (Beechler, Woodward, 2009, p. 273). The basic strategy of talent management is seeking, defining and fostering skills which will become necessary to maintain future competitive advantage (Frank, Taylor 2004, pp. 3341). Talent management is a complex process, whose form is dependent on how the enterprise understands and perceives talent. Enterprises perception of talent allowed to distinguish two approaches to how talent management is characterised. First of them focuses mainly on a selected group of employees described as talented, with high potential or above average performance. Talent management Is most commonly perceived as a process and existing definitions focus on the most Important activities which should be undertaken In order to use talented employees for the organisation. Such activities Involve attraction, Identification, recruitment, selection, exploitation, development and retention of talented employees (Elegbe, 2010, p. …