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1

Human Resource Management Issues in Cross-Border Alliances

100%
Schuler R. S., Tarique I., Jackson S. E.
Zarządzanie Zasobami Ludzkimi
|
2004
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vol. 4
|
issue 3-4
9-20
EN
(The abstracted paper is also published in English: Ibid. 2005, Nr 1a(40)05, pp.7-18). The media often portray business organizations as warring enemies who define their own success by the demise of their competitors. Executives sometimes use similar imagery to motivate their 'troops'. What such images ignore are the strong interdependencies among business organizations and the degree to which cooperation results in mutual gains. Just as nations have discovered the benefits of economic cooperation, businesses have learned that success often depends on forming strategic alliances.
2

ON ORGANISATIONAL FACTORS THAT ELICIT MANAGERIAL UNETHICAL DECISION-MAKING

70%
Lašáková A., Remišová A.
Ekonomický časopis (Journal of Economics)
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2017
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vol. 65
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issue 4
334 – 354
EN
The article provides the academic community and management practitioners with the results of an extensive empirical study conducted on a large sample of 777 managers about the perceived influence of selected organisational factors on managerial unethical decision-making. The findings indicate that factors that predominantly induce managerial unethical decision-making are the “profits-only” mind-set of company owners, the unfair human resource management policies instilled in the workplace and the unethical behaviour of superiors. Results also show that the pressure to produce profits at any expense emphasised by company owners is strongly associated with managers’ interest in results without considering the way they were achieved. In addition, inconsistently with the previous theory, a revised categorisation of organisational factors eliciting unethical decisions is outlined based on empirical findings. This new classification introduces “prioritisation of economic results”, “violation of internal ethical guidelines”, and “situational tensions” categories. The study provides important implications for managers and grounds for further comparative analysis. In its scope and scale, it is the first study of its kind carried out in the Slovak business environment.
3

Współczesne podejscia do identyfikacji kompetencji pracowniczych

70%
Jabłoński M., Czekaj J.
Zeszyty Naukowe Uniwersytetu Ekonomicznego w Krakowie
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2011
|
issue 854
7-22
EN
The article seeks to show current approaches to and models of employee competencies. It examines the place and role of human resources in an organisation while also introducing a quantitative and qualitative approach to these competencies. Selected aspects of these competencies are presented from the perspective of structuralism, phenomenology and behaviourism are also presented, with both American and British models for identifying employee competencies discussed. Finally, the future development directions of the concept of competence management are described.
4
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'DIVORCE' OF INSTITUTIONS: JUDICIARY AND PROSECUTION HUMAN RESOURCE MANAGEMENT NEEDS

61%
Rostkowski T.
Zarządzanie Zasobami Ludzkimi
|
2011
|
issue 3-4(80-81) Efficiency of HRM
105-116
PL
W 2010 roku rozdzielono w Polsce funkcję Prokuratora Generalnego i Ministra Sprawiedliwości, co stało się impulsem do modernizacji zarządzania zasobami ludzkimi zarówno w administracji sądowej, jak i administracji prokuratury. Celem artykułu jest wskazanie specyfiki zarządzania pracownikami administracyjnymi sądownictwa i prokuratury oraz przyczyn, dla których konieczne jest opracowanie rozwiązań uwzględniających specyfikę tych organizacji. Artykuł zawiera syntetyczne omówienie organizacji sądownictwa i prokuratury, krótkie omówienie wniosków z przeprowadzonych analiz obowiązującego prawa, wnioski z przeprowadzonych badań obejmujących blisko 350 sądów oraz 185 prokuratur.
EN
The functions of Public Prosecutor General and Minister of Justice in Poland were separated in 2010. This set the stage for the modernization of human resource management in both the judicial and prosecution administrations. This article aims at identifying the specific management challenges of judicial and prosecution administrative employees and indicates the reasons for which it is necessary to develop different HRM solutions pursuant to the specific needs of the two organizations. The article contains a synthetic discussion of the organization of both the courts and the prosecutor's office, a brief overview of conclusions drawn from an analysis of existing law, and study conclusions involving nearly 350 courts and 185 prosecutor offices.
5
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DIRECTIONS OF CHANGE IN THE CIVIL SERVICE HUMAN RESOURCE MANAGEMENT SYSTEM

51%
Zielinski W.
Zarządzanie Zasobami Ludzkimi
|
2010
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issue 6(77)
33-46
PL
Celem artykułu jest przedstawienie dylematów dotyczących kierunku zmian w  systemach ZZL w  administracji publicznej. W tym celu poddano analizie uwarunkowania i  specyfikę administracji publicznej, a  także trendy międzynarodowe w  zakresie ewolucji systemu służby cywilnej. Artykuł ma także na celu przedstawienie ostatnich dokonań we wdrażaniu nowoczesnych narzędzi ZZL w  polskiej służbie cywilnej oraz wdrażaniu strategicznego wymiaru myślenia o  zarządzaniu zasobami ludzkimi w  służbie cywilnej.
EN
The objective of this paper is a presentation of dilemmas related to directions of change in HRM systems in public administration. It analyses the conditions and specifics of public administration, including international trends in the evolution of the civil service system. The paper also presents the most recent achievements in the implementation of modern HRM tools in the Polish civil service as well as the strategic dimension of thinking about the management of human resources in the civil service.
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