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Toward Human Capital Management. What is the Nature of this Change in Management: Continuous or Discontinuous?

100%
Struzyna J.
Organization and Management
|
2008
|
issue 2(132)
37-54
EN
In this paper a comparison of two conceptions (Human Resource Management and Human Capital Management) is made. The results of comparative analysis create the answer to the question posed in the title. The article may be treated as an introduction to a wider discussion regarding the Human Capital Management problems within organizations
2

Kategoria zaufania w zarządzaniu kapitałem ludzkim w jednostkach administracji samorządowej

51%
Moczydłowska J.
Optimum. Studia Ekonomiczne
|
2013
|
issue 3(63)
92-100
EN
The article examines the problem of trust as a determinant of human capital management in local government units. In addition to the analytical and epistemological part, the text contains focus stud¬ies conducted among the representatives of senior management. The studies allow for the conclusion that among the major sources of crisis in the functioning of local government units is the crisis of trust resulting from the frequent changes in managerial/political positions, inadequate level of mana¬gerial competences and mental barriers, mainly in the form of suspicion and negative attitudes to the teams of officials employed by their predecessors.
3
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HUMAN CAPITAL MANAGEMENT AND EMPLOYEE ENGAGEMENT

51%
Juchnowicz M.
Zarządzanie Zasobami Ludzkimi
|
2010
|
issue 3-4(74-75)
57-66
PL
Poziom zaangażowania pracowników stanowi miernik skuteczności zarządzania kapitałem ludzkim. Jego przeciętna wysokość w polskiej praktyce jest dowodem wysokiej jakości praktyk HR. Jednak zróżnicowanie świadczy o polaryzacji standardów w tym obszarze. Jest także dowodem istotnych rezerw w dziedzinie zaangażowania organizacyjnego pracowników. Wyniki analizy czynników, które determinują jego poziom, wskazują obszary wymagające wzmocnienia działań ze strony menedżerów i specjalistów zarządzania kapitałem ludzkim.
EN
Employee engagement level is the measure of the effectiveness of human capital management. Its average value in Polish practice is evidence of the high quality of HR practices. However, its differentiation provides evidence of a polarization of standards in this area. It is also proof of significant reserves in the area of employee organizational engagement. The results of an analysis of factors that determine its level show areas that require intensification of activities on the part of managers and human capital management specialists.
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