Resumo

CALLAGHAN, CW. Strategic human resources management or talent management: a theoretical non sequitur?. JCMAN [online]. 2018, vol.15, n.1, pp.763-783. ISSN 1815-7440.

Strategic human resources management (SHRM) relates to the contribution of human resources systems and processes to organisational performance. In this article I argue that two subordinate fields related to SHRM, namely human capital and talent management have developed according to their own trajectory, and share considerable overlap. The consequence of this is that redundancies and territoriality on the part of scholars might constrain the ability of strategic logics to offer clear and useful integrated perspectives for theory and practice. Arguably, at the heart of the human capital and talent management movements is a shared underlying tension, namely, the failure of human resources management (HRM) as a field to differentiate capital-centric from knowledge-centric theory and practice in response to the information/knowledge revolution. Talent management and human capital, as sub-fields within HRM, have seemingly emerged to reflect the increasing importance of HRM in terms of its relatively unique functional contribution to competitive advantage, namely, its focus on maximising returns to knowledge (and, particularly, tacit knowledge). Deepening insight into the individual human resources that are inseparable from their knowledge endowments is perhaps the core value proposition of HRM as an organisational strategic partner unique in its ability to contribute to competitive advantage.

Palavras-chave : Human resource management; strategic human resource management and talent management.

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