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Rola praktyk studenckich w doskonaleniu praktycznego aspektu kształcenia studentów uczelni wyższych

100%
Klimkiewicz K.
Studia Ekonomiczne
|
2015
|
vol. 225
93-101
PL
Celem artykułu jest przedstawienie roli i celów studenckich praktyk zawodowych postrzeganych z trzech perspektyw: pracodawców, studentów i uczelni. Przy określaniu oczekiwań pracodawców i studentów wykorzystano wyniki istniejących badań, natomiast sposób postrzegania celów praktyk ze strony uczelni przedstawiono z wykorzystaniem metody analizy treści programów praktyk i efektów kształcenia przypisywanych modułom praktyk inżynierskich. Przeprowadzona analiza pozwala wskazać wyzwania wobec współpracy międzyorganizacyjnej, wzajemne oczekiwania stron oraz obszary współpracy umożliwiające doskonalenie praktycznego aspektu kształcenia na uczelniach wyższych. Przedstawienie trzech perspektyw umożliwia również nakreślenie obszaru dla pogłębienia współpracy między uczelnią i pracodawcami, w szczególności w zakresie badania efektywności programów praktyk.
EN
The aim of this article is to analyze the role and objectives of students internships, taking into account the perspective of employers, students and universities. The analyse of employer’s and student’s expectations bases on the results of existing reaserch and studies, while university’s perception of internships goals bases on content analysis of internships programs and learning outcomes of engineering practices modules. The analysis set out the challenges for inter-organizational cooperation that appear between universities and businesses and defines the mutual expectations and areas of cooperation aimed at improving the practical aspect of education. Understanding the three perspectives enables also to deepen cooperation between universities and employers, in particular regarding apprenticeship evaluation.
2

Regulacje podatkowe odnośnie oświadczeń paliwowych. Argumentacja organów w zakresie kwestionowania oświadczeń

100%
Klimkiewicz K.
Kwartalnik Prawa Podatkowego
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2011
|
issue 1
39-46
EN
Fuel declarations were introduced into Polish legal framework as a consequence of the lower excise taxation for oils to be used for heating purposes, as opposite to oils meant for the propulsion of vehicles. When providing the fuel declaration, the purchasers of low-excise oil declare they will only use it for heating purposes. It should be noticed though that in practice the seller and not the purchaser is punished when the fuel declaration does not fulfill all formal requirements, and this irrespective of the reasons for the invalidity (e.g., in case the purchaser fills the declaration with data which is wrong or intentionally false, or in case the seller acted without due care). Considering the practical negative implications that can potentially result for sellers of fuel oil – such as the application of higher excise rates, as if the oil were used for the propulsion of vehicles – doubts arise on whether the current system fulfills its purpose of preventing the misusage of oil and protecting the sellers from negative consequences resulting from misbehavior from the side of the purchasers.
3
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Reward Programs Supporting Environmental Organizational Policy

63%
Beck-Krala E., Klimkiewicz K.
Zarządzanie Zasobami Ludzkimi
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2017
|
issue 6(119) - Green Human Resource Management [Zielone Zarządzanie Zasobami Ludzkimi]
41-54
EN
Employers increasingly take steps to create sustainable development through appropriate human resource practices and tools. This is called Green Human Resource Management (Green HRM). Practices that create sustainability are used in all functional areas of Human Resource Management (HRM). However, employee rewarding is crucial, as it supports the pro–ecological behaviors of employees. Despite the essential nature of this issue, few Polish publications explore it. The aim of this article is to draw attention to the need of creating sustainable reward systems for employees as well as to define the sustainable rewards. Here, systematization of the concept of sustainable rewards and the classification of motivational programs supporting pro–ecological activities are carried out on the basis of topical literature. Good examples from management practice in this area are also indicated.
PL
Pracodawcy coraz częściej podejmują działania zmierzające do kreowania zrównoważonego rozwoju poprzez odpowiednie praktyki i narzędzia w obszarze zarządzania ludźmi, nazywane Green Human Resources Management (Renwick i wsp., 2012). Praktyki kreujące zrównoważony rozwój stosowane są we wszystkich obszarach funkcjonalnych zarządzania ludźmi, jednak kluczową rolę odgrywa tu motywowanie i wynagradzanie pracowników, ponieważ wspiera proekologiczne zachowania pracowników. Mimo istotności zagadnienia niewiele polskich publikacji porusza tę problematykę. Celem artykułu jest omówienie potrzeby kreowania zrównoważonych systemów wynagradzania pracowników oraz próba zdefiniowania zrównoważonego wynagradzania. Na bazie literatury przedmiotu przeprowadzono systematyzację pojęcia zrównoważonego wynagradzania oraz klasyfikację występujących w praktyce programów motywacyjnych, wspierających działania proekologiczne. Wskazano również dobre praktyki stosowane w praktyce zarządzania w tym obszarze.
4
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From Scientist to Broker, and How Brokers Use Their Social Capital to Develop Talents at Universities

63%
Staszkiewicz M., Klimkiewicz K.
Annales Universitatis Mariae Curie-Skłodowska, sectio H – Oeconomia
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2021
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vol. 55
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issue 2
107-123
EN
The social capital of an organization is one of the key success factors of enterprises that build their competitive position in the market. This resource, obtained from social structures, can also be used to achieve goals set for public sector organizations, such as universities. Universities operate in conditions of high uncertainty, changing roles, and expectations of stakeholders, which requires adaptability and flexibility of operation. In addition to improving the quality of research and teaching, one of the important evaluation criteria is also the ability to transfer knowledge to the economy and commercialization of research. One of the activities undertaken by universities to support employees in ongoing changes is the implementation of academic scouting, introducing departmental innovation brokers who play the role of coaches/mentors, supporting research and teaching staff by commercializing their research results. The aim of the article is to show how the social capital of departmental innovation brokers supports the development of competences of scientific and research scholars. Based on the conducted qualitative research, it was presented how brokers use their social capital to achieve multidimensional goals in relation to other people, as well as organizational goals resulting from the entrusted function. Factors hindering the cooperation of departmental innovation brokers with academics, which are manifested in various areas of social capital – structural, cognitive, and relational – were analyzed.
5
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A comprehensive view on occupational health and safety as a part of responsible rewarding

63%
Klimkiewicz K., Beck-Krala E.
Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu
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2017
|
issue 464
69-79
EN
The concept of Corporate Social Responsibility (CSR) has a tremendous impact on the Human Capital Management, which is manifested in new trends in rewarding, such as responsible rewarding or total rewards approach. These approaches based on the assumptions of Corporate Social Responsibility promote the need for a holistic view on a human and therefore emphasize the working environment as an important aspect of the comprehensive employee rewarding policy within an organization. The aim of this paper is thus to raise awareness of the role that a supportive working environment and occupational health and safety (OSH) in particular play today in the effective and responsible employee management. The authors show an integrated view of OSH as a part of employee responsible rewarding. In this context, responsible rewarding takes into account the important issue of healthy and safe working conditions. This broad perception of employee rewarding allows the creation of a supportive work environment and strengthens the safety culture within the organization.
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