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Psychologiczne uwarunkowania sposobów reagowania na feedback w procesie coachingu

100%
Fornalczyk A.
Forum Oświatowe
|
2013
|
vol. 25
|
issue 2(49)
57-72
EN
The article discusses ways in which individuals respond to feedback received in the coaching process. In the first part, the author discusses different response styles to feedback and their consequences. She focuses especially on the defensive, dominating, manipulative, and improvement-oriented behaviors of the coached. In the second part, she addresses psychological determinants of effective feedback reception by the coaching participants, including their dispositional determinants. The author concludes emphasizing that for the coached to correct their behavior, the provision of feedback by coaches must be founded on the knowledge of the mechanisms and the dispositional determinants of human functioning.
PL
Artykuł porusza zagadnienie reagowania jednostek na informacje zwrotne udzielane w procesie coachingu. W części pierwszej autorka omawia style reagowania uczestników coachingu na przekazywany feedback oraz ich konsekwencje. Szczególnie zwraca uwagę na obronne, dominujące, zorientowane na manipulowanie czy usprawnianie zachowanie coachowanych. Druga część opracowania przybliża zagadnienia psychologicznych, w tym dyspozycyjnych wyznaczników skutecznego przyjmowania informacji zwrotnych przez uczestników coachingu. W podsumowaniu zwrócono uwagę na konieczność wykorzystywania przez coachów wiedzy o mechanizmach i dyspozycyjnych wyznacznikach funkcjonowania ludzi w sytuacji udzielania feedbacku skutkującego pozytywnym korygowaniem zachowań przez coachowanych.
2
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Świadomość osobistych zasobów, a przekonania kobiet dotyczące własnego rozwoju zawodowego – raport z badań

63%
Fornalczyk A., Pereświet-Sołtan A.
Społeczeństwo i Edukacja. Międzynarodowe Studia Humanistyczne
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2016
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issue 2(21)
61-69
EN
The aim of this article is to present the results of research about the relationship between women’s level of awareness of personal resources and the beliefs about their career development opportunities. In the first part the authors present the problems of research in light of literature. The issue of professional development and its dispositional conditions is being discussed, including the important role of self-awareness of personal resources, and beliefs about own career. Following parts include research methodology description and results analysis. For women with longer work experience holding managerial positions and within the period of middle adulthood, compelling association is found between the high level of awareness of personal resources and strong impression that tasks performed at work in a small way help to develop future professional competence. For young women aged up to 35 years the authors also point to a correlation between a high level of awareness of personal resources and beliefs that their work is in line with their professional development. The researchers also reveal that for people with work experience over 11 years, the high level of awareness of personal resources is associated with their conviction about the low compatibility between work and professional development needs. The last part of the article is devoted to discussion of the results and conclusions of the research.
3
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Czy prospołeczność i postawa wobec whistleblowingu w organizacjach zmienia się z wiekiem pracowników? – raport z badań

63%
Fornalczyk A., Goderska K.
Społeczeństwo i Edukacja. Międzynarodowe Studia Humanistyczne
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2015
|
issue 1(16)
119-129
EN
Whistleblowing, defined as disclosure by organization members of illegal, immoral or illegitimate prac- tices, which occur in the organization, is nowadays important subject of research, taking into account its impact on the functioning of the companies. Presented study is one of the first ones to raise this issue in the context of the Polish organizations. The aim of this study was to verify the existence of the relationship between prosociality and attitudes towards whistleblowing and to explore whether workers age may significantly change prosocial orientation and attitudes towards reporting irregularities. The study was conducted among 129 workers from different organizations. Results indicated that prosocially oriented employees have more positive attitudes towards whistleblowing than others. Further, attitudes towards whistleblowing varied in different age groups - the research showed that older employees (from age 40) have more positive attitudes than their younger coworkers (age range from 20 to 39). Outcomes of the study showed no significant relationship between age and prosociality, however, results indicate a trend, implying that prosociality varies in different age groups. Results of the study provide valuable suggestions for practice and further scientific work in this area.
4

Age Management within Organizations – Employees’ Perceptions of the Phenomenon – Research Report

51%
Fornalczyk A., Stompór-Świderska J., Ślazyk-Sobol M.
Journal of Intercultural Management
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2015
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vol. 7
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issue 3
39-51
EN
This article discusses the issue of age management in organizations and presents research results concerning workers’ perceptions of the phenomenon. The aim of the research was to study the perceptions of Polish employees of various professional fields, check employees’ level of knowledge of the age management issue, determine the variables differentiating this knowledge and verify whether employees consider age management to be useful and how they perceive experienced workers. The first part of the article presents concepts explaining what age management is in the context of demographic changes in European societies. Age management is a term encompassing a range of methods aiming at the possibly most effective use of human capital in organizations, irrespective of employees’ age, so that their work is efficient, profitable for the company as well as satisfying for the workers themselves. Strategies referring to age management should consider the perspectives of the company, employee, job market policy and demographic and economic situation conditions. In the later part of this article, the authors present the results of exploratory research into the level of knowledge of age management, the way it is perceived in organizations around Poland, mostly in international corporations. The research included employees of business and budget sectors. Respondents answered questionnaire questions by estimating, on the Likert scale, how they assess age management measures taken in their workplace, the need to use experienced workers’ potential, etc. In the authors’ opinion, because of the importance of the problem of efficient personnel management and promoting and applying age management programs, it is necessary for both employees and managers to have awareness, knowledge and positive attitude towards methods activating the potential of employees from various age ranges.
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