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EN
This article describes, and analyses the phenomenon of organisation downsizing and the experience of worker displacement as a process of work and employment change that occurs within the context of structural changes in the economy, large companies and labour markets. Given recent developments in American and global economic and employment trends, some researchers have called for more social science research on work and employment issues in this 'era of flexibility and mobility'. Workers' experiences of downsizing, displacement and employment change were not simply, or even primarily, associated with job loss, but were characterised by significant departure from objective conditions and subjective meanings of work and of being workers.
EN
One of the leading trends in the growing modern economy is represented by learning organisations. They are organisations employing highly qualified workers who share their knowledge capital and skills. They used to present high loyalty level that encouraged workers to do that. It has changed rapidly because in the more flexible labour market the relationship between the employee and employer are different, There is a visible change in the employment policy and the most important factor is reduction in number of fully employed workers, The unprecedented growth of new forms of employment have caused the erosion of loyalty. How to replace it in order to build learning organisation? The chance is offered by the participating organisational structure that offers an individual stronger market position and career development in exchange for an active participation in the organisational development.
EN
The article presents a case study demonstrating that the use of gainsharing plans is not restricted to manufacturing companies and that it can substantially contribute in the competitive financial services industry. The fundamental principles of this participative management system are discussed as they are being applied at Watermark, a mid-sized credit union.
Pieniądze i Więź
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2005
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vol. 8
|
issue 4(29)
146-150
EN
As human resource management becomes more of an international topic with the number of multinational corporations growing, the goal of creating better Organisational Behaviour methods gains importance. This article conceptualises and analyses the model of Leader-Member Exchange (LMX). LMX theory describes the role making process between a supervisor (leader) and an individual subordinate (member). An employee's membership in a supervisor's in-group or out-group has bearing on the quality of the relationship between the leader and the member influencing employee performance. High quality relationship with supervisor is reflected in employee's attitude to work and results in fewer employment problems. A key component of high quality leader-member exchange appears to be the development of inter-personal trust that goes beyond the formal employment contract. On the basis of initial interactions the leader judges the quality of exchange and determines the level of delegation in the exchanges. The findings suggest that in the modern company the concept of organisational relations should be considered in more expansive terms.
EN
Nowadays on the global market people need some universal values for making business with partners from different culture. Common rules are important to build trust and certaimty alike between companies as among business and society. Substantial evidence shows that business ethics are generally accepting by the employees and courses of ethics become more popular. But the question is how really ethics play the role into business?
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