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EVOLUTION OF STRATEGIC HUMAN RESOURCE MANAGEMENT

100%
Struzyna J.
Zarządzanie Zasobami Ludzkimi
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2010
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issue 3-4(74-75)
11-28
XX
W artykule autor prezentuje koncepcję ewolucji strategicznego zarządzania zasobami ludzkimi. Opierając się na analizie literatury i informacjach z praktyki, wyróżniono pięć etapów rozwoju strategicznego zarządzania zasobami ludzkimi (SZZL). Charakterystyka etapów może być wykorzystana przez praktyków i teoretyków do diagnozowania sytuacji w konkretnej firmie przez antycypację przyszłych praktycznych i teoretycznych problemów, a także rozwiązań.
EN
This paper presents the conception of the evolution of strategic human resource management (SHRM). Five stages of SHRM development are identified on the basis of an analysis of SHRM literature as well as real world experience. The characteristics of these stages may be utilized by both practitioners and theorists to diagnose the situation in the given organization and to anticipate future practical and theoretical problems as well as solutions.
2
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RELATIONS BETWEEN CUSTOMERS, EMPLOYEES, AND THE HUMAN RESOURCE MANAGEMENT DEPARTMENT; THE EVOLUTIONARY APPROACH

51%
Struzyna J., Ingram T., Majowska M.
Zarządzanie Zasobami Ludzkimi
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2009
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issue 2(67) ZZL a innowacyjność organizacji biznesowych
67-86
EN
The twentieth century is considered the golden age of human resource management. Growing interest in this field can be attributed to a perception of the importance of HRM in creating organizational well-being. In this light, there is justification in treating HRM as a facilitator of business change based on intangible resources. This paper has two main objectives. First, it is intended to identify and verify methods allowing HRM novelty assessment within the organization. Second, the paper aims at assessing the impact of change novelty in HRM on the organization itself and its broader context.
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Strategic Perspective on Corporate Entrepreneurship and Reward Policies

51%
Majowska M., Bratnicki M., Struzyna J.
Zarządzanie Zasobami Ludzkimi
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2008
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issue 1(60)
111-123
EN
This paper looks at the issue of strategic perspective in corporate entrepreneurship. Explorer, creator, master, and top of the class are the four qualitative types of entrepreneurship strategies distinguished. Attention is called to opportunities and competencies as critical factors. There is also a focus on the content of the entrepreneurship strategy process with respect to nine strategy dimensions - the entrepreneur type, organization image, the strategy process, perception of the environment, strategic attitude, learning issues, imperative for strategic leadership, the key entrepreneurial process, and main organizational enablers. Moreover, reference is made to reward policies in the strategic entrepreneurship context and the relationship between entrepreneurship strategies and reward policy dimensions is investigated. Finally, theoretical implications and directions for further research are discussed.
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