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Strategische Bindung der Ressourcen von Fach- und Fuehrungskraeften. Beurteilung und Umsetzung in Unternehmen (Strategies to Retain Resources of Specialists and Executives. Managerial Assessments and Implementation)

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  • Juergen Grieger
  • Renate Ortlieb
  • Heike Pantelmann
  • Barbara Sieben
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    Abstract

    In diesem Beitrag wird analysiert, welche Strategien zur Bindung der Ressourcen von Fach- und Fuehrungskraeften, d.h. ihrer fuer den Unternehmenserfolg bedeutsamen Kompetenzen, in Unternehmen als geeignet beurteilt und welche tatsaechlich umgesetzt werden. Auf der Basis der Ressourcenabhaengigkeitstheorie von Pfeffer und Salancik und von Etzionis Ansatz der Compliance-Beziehungen entwickeln wir eine Typologie bestehend aus fuenf Bindungsstrategien, mit denen der Zufluss und der Erhalt kritischer Ressourcen gesichert werden koennen. Die Ergebnisse einer Clusteranalyse auf der Basis der Befragung von 159 Personalmanagern der hoechsten Leitungsebene in deutschen Unternehmen unterstuetzen unsere theoretischen Ueberlegungen zu dieser Typologie. Zugleich zeigt sich eine Diskrepanz zwischen der Beurteilung von Bindungsstrategien und deren Umsetzung, die wir nicht vollstaendig erklaeren koennen. Wir diskutieren Implikationen fuer die Personalpraxis und -forschung. Der Beitrag zur Forschung liegt insbesondere im Fokus auf die organisationale Ebene sowie in der Anwendung der Ressourcenabhaengigkeitstheorie, mit der wir den Blick fuer die Verknuepfung von Personalbindung, Personalgewinnung und Wissensmanagement als komplementaere Praktiken der Ressourcenbindung oeffnen. (In this study, we analyze which strategies HR managers regard as appropriate to retain specialists’ and executives’ resources, i.e. their strategically relevant competences, and which strategies HR managers actually use. On the basis of compliance theory and resource dependence theory we develop a taxonomy of five retention strategies that are apt to secure the accrual and retention of critical resources. The results of a cluster analysis based on data from interviews with top HR managers of 159 German companies support our theoretical considerations. At the same time, they reveal a large gap between the assessment of the appropriateness of retention strategies and their implementation, that we cannot explain completely. We discuss implications for managerial practice and research. Our contribution to HR research stems in particular from our focus on the organizational level of company retention practices and by applying resource dependence theory to explain a company’s choice of retention strategies. This perspective highlights the close relationship between employee retention, recruitment and knowledge management as complementary strategies to retain resources.)

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    Bibliographic Info

    Article provided by Rainer Hampp Verlag in its journal Zeitschrift fuer Personalforschung - German Journal of Research in Human Resource Management.

    Volume (Year): 24 (2010)
    Issue (Month): 4 ()
    Pages: 338-362

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    Handle: RePEc:rai:zfpers:doi_10.1688/1862-0000_zfp_2010_04_grieger

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    Related research

    Keywords: retention management; resource dependence theory; cluster analysis;

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