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EN
Recruitment and selection of managers and specialists in capital groups belong to the important elements of their human resources management. The results of empirical research conducted by the author of this paper indicate the variety of approaches and operational solutions in this area used by authorities of capital groups. The set of instruments implemented for the needs of recruitment and selection includes both tools typical for capital groups, for example personal union and Assessment Centre, and tools used by single companies and other organizations. The character and size of capital group, the localization of personnel function within its organizational structure and the branch of its functioning influence the range and ways of implementation of such a type of instruments.
PL
W opracowaniu przedstawiono kulturowe uwarunkowania międzynarodowego zarządzania zasobami ludzkimi. Ich prezentacja została poprzedzona analizą pojęcia oraz cech międzynarodowego zarządzania zasobami ludzkimi. Wskazano również na najważniejsze różnice pomiędzy zarządzaniem zasobami ludzkimi w międzynarodowych i krajowych podmiotach gospodarczych. Dokonano analizy wpływu kultur narodowych na zarządzanie zasobami ludzkimi w międzynarodowych grupach kapitałowych w różnych typach relacji kulturowych pomiędzy spółką nadrzędną (centrala korporacji) a spółkami podporządkowanymi (zagraniczne oddziały), zwłaszcza na strategie personalne tych grup. Przedstawiono także profil kompetencyjny międzynarodowego menedżera, zorientowany na wielokulturowy kontekst środowiska jego pracy, oraz modele karier menedżerskich w międzynarodowych grupach kapitałowych, wyodrębnione na bazie kultur narodowych.
EN
This paper presents cultural conditions of international human resources management. At the beginning the analysis of meaning and attributes of such kind management has been conducted. Key differences between human resources management in global and local companies have been indicated as well. The influence of national cultures on human resources management in international holdings in the range of different types of cultural relations between corporation and its foreign subsidiaries, mainly on the shape of their personal strategies has been also presented. The last part of the paper portrays the profile of competencies of an international manager oriented on the intercultural context of his work and on models of managerial carriers within international holdings, distinguished on the framework of national cultures.
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