Search results - CEJSH

1

Analytical view of the relation between training & development and organizational performance

100%

Cocuľová J.

Prosopon. Europejskie Studia Społeczno-Humanistyczne

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2013

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issue 2(6)

21-31

EN

At present, human resources are considered the most valuable corporate resource, which help to achieve corporate objectives. Many employers are aware that only an em- ployee who has the necessary skills and knowledge is a real asset to the company. This leads organizations to implement training & development activities for their staff. The paper deals with training & development as one of the important HRM activities that may affect the performance of the organization. It introduces the results of research con- ducted in Slovakia, aimed to verify the statistical relationship between training & devel- opment and organizational performance, as expressed by financial situation and labor productivity.

2

Cooperation of science with the business as a trend in hiring staff

100%

Bednarska-Wnuk I., Syper-Jędrzejak M., Uniwersytet Łódzki; Wydział Zarządzania; Katedra Zarządzania

Acta Universitatis Lodziensis. Folia Oeconomica

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2011

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vol. 257

EN

The article focuses on cooperation between business and science, considered as a means of achieving mutual benefits, in particular, supporting business innovation and ensuring their access to potential employees. The authors suggest steps towards closer cooperation between the university and local entrepreneurs on the example of the initiatives of the Faculty of Management, University of Lodz.

3

Human resource management in the perspective of the expectations and attitudes of generation Y in Poland

100%

Suchodolski A.

Nauki o Zarządzaniu

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2017

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issue 4(33)

44-51

EN

The article shows the results regarding the expectations and attitudes towards work of representatives of generation Y from North America and Poland. The main similarities and differences between both groups in terms of the attitudes towards work are indicated in that article. In interpreting the results of the research it may be concluded that in the analysed area, young people in Poland do not constitute a homogenous group. Moreover, in comparison to their American peers they are generational hybrid shaped by the global trends of mass culture and socialization processes determined by the native culture and system of values. The aim of the article is to formulate the proposals regarding impacts in human resource management towards the Polish representatives of the Y generation adapted to the specificity of their expectations and attitudes.

4

Human resource management practices in ZAIN cellular communications company operating in Jordan

100%

Shelash Mohammad S. I.

Perspectives of Innovations, Economics and Business

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2011

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vol. 8

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issue 2

26-34

EN

The purpose of this paper is to analyze the best human resource management (HRM) practices at ZAIN; cellular communications company operating in Jordan. study consisted of employees in ZAIN Cellular Communications Company in Jordan. All participants of this study were employees working in the organization - staff, team leaders, supervisors, programmers, project leaders, business analysts, managers, assistant managers. The findings in the paper that there are relatively high levels of practice for the areas of Training and development, Performance Appraisal, along with Communication and information sharing. Recruitment and selection is the one area, on the other hand, where a considerably lower mean level of practice exists.

5

Who is talent? Implications of talent definitions for talent management practice

100%

Skuza A., Woldu H. G., Alborz S.

Economics and Business Review

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2022

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vol. 8

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issue 4

136-162

EN

Although talent is considered imperative for gaining a competitive advantage, talent management programs’ effectiveness is unknown. It is believed that consensus on a strong theoretical underpinning for identifying talent and its general definition is yet to be achieved among academia and practitioners. This lack of integration and agreement on a single definition among scholars lead to more confusion which inhibits the advancement of talent management scholarship. The notion also requires renewed attention in the post-pandemic era because everything may not go back to normal as pre-pandemic. This study addresses the gap and focuses on reviewing the existing scholarship on talent definitions and its conceptualization in one place. The study also aims to present the potential implications of talent definition on talent management practices. Among the various implications discussed, it is argued that a single approach to talent definition makes the company vulnerable as it is not using the full potential of talent management. Finally, based on this in-depth review, the study will highlight potential critical research areas towards which the scholarship of talent may be extended.

6

Znaczenie zaufania w zarzadzaniu zasobami ludzkimi

100%

Gitling M.

Społeczeństwo i Edukacja. Międzynarodowe Studia Humanistyczne

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2018

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issue 2(29)

119-127

EN

Trust is one of the central values in social and organisational life. Values are created by particular people or specified social groups. Human resource management in an organisation should therefore establish proper interpersonal relations based on trust. The literature on the subject presents many definitions and statements of researchers, referring to the activities which build trust. Trust building in the organisation is an element connecting employees with the organisation. The role of staff management is to present employee-friendly behaviours and to avoid behaviours which undermine trust. There is therefore an urgent need for trust management in modern organisations.

7

Innowacyjność ZZL w sektorze ochrony zdrowia – wybrane aspekty

100%

Głód W.

Nauki o Zarządzaniu

|

2016

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issue 1(26)

44-51

EN

Innovation of contemporary organizations is now becoming the basis for the functioning of the market. It also relates to rules governing the functioning of entities in the health sector. Human resources very often become the driving force behind contemporary health care units proving their innovation. The present study identifies the problems associated with innovation in the area of HRM and conditions in this regard.

8

Podejmowanie decyzji personalnych w świetle badań firm województwa opolskiego

100%

Karczewski L.

Prakseologia

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2006

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issue 146

159-170

EN

In this paper, the author presents the results of his inquiry on personal management in 103 companies of Opole region. In the light of the inquiry it appears that personal connections are claimed by 51% of respondents to be important in Staff recruitment, although 88% respondents do not accept this. 96% of the inquired people are convinced that the managing board is obliged to prior inform the staff about the planned redundancy, and 57% expect essential aid from the employer to find a new job. Also, according to employees, the roles of job seniority (62%) and personal connections (44%) are important in rewarding the staff. However, the employee’s role in realizing the company’s longterm targets in rewarding the staff is seen as minor (31%). A positive aspect of personal management is that a considerable number of companies (43%) already apply assessing systems and employees accept them. Yet, we still lack modern staff assessment systems in our companies e. g. 3600.

9

Managing Talent in Government Administration: Empirical Research Findings

100%

Szota B.

Zarządzanie Zasobami Ludzkimi

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2018

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issue 6 (125) Talent management in different context

137-150

EN

Public administration in Poland has been subject to a makeover process ever since the start of the country’s systemic transformation. The upshot of these changes is the gradual introduction of modern management tools, including instruments aimed at human resource management. The article presents the results of research into talent management in the civil service. It shows that right now almost half of all ministries are undertaking efforts targeting talented employees. However, only a few have applied developed solutions.

XX

Od czasu transformacji systemowej administracja publiczna w Polsce podlega procesowi przekształceń. Efektem tych przemian jest stopniowe wprowadzanie nowoczesnych narzędzi zarządzania, w tym instrumentów odnoszących się do zarządzania zasobami ludzkimi. W artykule przedstawiono wyniki badań, których tematem było zarządzanie talentami w służbie cywilnej. Wynika z nich, że obecnie blisko połowa ministerstw podejmuje działania nakierowane na utalentowanych pracowników, jednak tylko nieliczne z nich posługują się rozbudowanymi rozwiązaniami z tego zakresu.

10

AirBaltic Case Based Analysis of Potential for Improving Employee Engagement Levels in Latvia through Gamification

100%

Ērgle D.

Economics and Business

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2016

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vol. 28

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issue 1

45-51

EN

In 2014, airBaltic Corporation introduced a gamified electronic platform called Forecaster with a purpose to increase its employee engagement. The article considers the approach used by the organisation, analyses results, advantages and drawbacks of the organisation, and mainly formulates recommendations for the organisation in order to improve impact on employee engagement through gamification. As a result of the research, the author proposes 8 steps that are useful and applicable to any organisation, and as such those may serve a broader purpose than just improving airBaltic Forecaster tool. The objective of the paper is to draw learnings and put forward suggestions for the organisations in Latvia that are concerned with improving their employee engagement and demonstrate how gamification can be helpful in their endeavour.

11

Zarządzanie zasobami ludzkimi w jednostce samorządu terytorialnego na przykładzie Starostwa Powiatowego w Nowym Dworze Mazowieckim – wyniki badań

100%

Kaczmarek B., Żuchowski I., Mendrecki H.

Zeszyty Naukowe Ostrołęckiego Towarzystwa Naukowego

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2012

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vol. Zeszyt

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issue XXVI

91-106

EN

The paper presents some results of research on human resource management in the local government unit. The study also focused on the identification of management style and managerial motives. Studies have shown that the test area is functioning properly. In some identified leadership styles extreme democratic approach managers can be considered as excessive.

PL

W artykule przedstawiono wybrane wyniki badań dotyczących zarządzania zasobami ludzkimi w jednostce samorządu terytorialnego. Analizy dotyczyły również identyfikacji stylu kierowania i motywów kierowniczych. Badania wykazały, że badany obszar funkcjonuje prawidłowo. W przypadku zidentyfikowanych stylów kierowania można uznać skrajnie demokratyczne podejście kierowników za przesadne.

12

HR Activities Amidst the COVID-19 Pandemic across Levels of Analysis

100%

Austen A., Kremmydas E., Szczepanik M.

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

7-17

EN

Theoretical background: The arrival of the COVID-19 pandemic heralded significant changes to existing HR activities followed by organizations and companies, trying to respond to government restrictions and new employment conditions. During these challenging times, employees are in the need of robust support by HR professionals in order to keep on performing, being motivated and thriving within their organizations and companies. Nonetheless, these modified HR activities are going through the stages of conception, actual implementation and, finally, they are experienced by employees. The intended, actual and experienced HR activities may evolve over time due to external and internal factors that are connected to pandemic. Understanding these changes is necessary for achieving effective HR management and optimal levels of organizational performance. Purpose of the article: The aim of this article is to discuss the factors that affect HR activities through the framework of their internalization process. The factors that may be catalysts for changes of the HR activities on different levels: intended, actual and experienced activities over time are discussed and guidelines for future research are suggested. Research methods: The article applies literature review of possible factors that may induce changes in intended, actual and experienced HR practices in the context of the COVID-19 pandemic. Main findings: Absence of appropriate HR activities may increase anxiety and stress levels of employees. This negative impact can be potentially augmented by the perceived gap between employee expectations and the actual experience of these HR activities. In an effort to better understand these gaps occurring during the internalization process, we suggest that HR activities at the intended level may change due to business transformation, workplace transformation and employee well-being, while line manager’s characteristics and interactions with HRM departments may be catalysts for change in the actual HR. Finally, the assessment of the outcome of HR activities, the way in which they are delivered, and their continuity could be considered as important factors at the experienced level of the internalization process.

13

Global Talent Management: Current State of Research and Trends

100%

Purgał-Popiela J.

Zarządzanie Zasobami Ludzkimi

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2018

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issue 6 (125) Talent management in different context

13-28

EN

More and more often organizations have to respond to challenges connected with the global flow of talented employees. This mainly applies to multinational organizations. Accordingly, this paper is an attempt to define the state of current research on global talent management (GTM) by means of a systematic literature review within the field of international human resource management (IHRM). In consecutive sections, the author discusses research methodology and the results of the review, including the importance of GTM, its essence, scope, and development as a separate concept as well as key empirical findings.

PL

Współczesne organizacje coraz częściej stają w obliczu wyzwań związanych z przepływem utalentowanych pracowników, które niejednokrotnie mają wymiar globalny. W szczególności dotyczy to podmiotów działających w skali międzynarodowej. W związku z tym, podjęto próbę oceny aktualnego stanu wiedzy na temat globalnego zarządzania talentami (GTM) poprzez systematyczny przegląd literatury w obszarze międzynarodowego zarządzania zasobami ludzkimi. W szczególności omówiono metodykę badań, przedstawiono rezultaty przeprowadzonego przeglądu literatury na temat znaczenia GTM, jego istoty, zakresu oraz rozwoju jako odrębnej koncepcji, a także najważniejsze ustalenia oparte na empirii.

14

Analytical view of the relation between training & development and organizational performance

100%

Cocuľová J.

Społeczeństwo i Edukacja. Międzynarodowe Studia Humanistyczne

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2013

|

issue 2(12)

23-34

EN

At present, human resources are considered the most valuable corporate resource, which help to achieve corporate objectives. Many employers are aware that only an employee who has the necessary skills and knowledge is a real asset to the company. This leads organizations to implement training & development activities for their staff. The paper deals with training & devel- opment as one of the important HRM activities that may affect the perfor- mance of the organization. It introduces the results of research conducted in Slovakia, aimed to verify the statistical relationship between training & de- velopment and organizational performance, as expressed by financial situa- tion and labor productivity.

15

EMPLOYEE EPOWERMENT — TERMINOLOGICAL AND PRACTICAL PERSPECTIVE IN POLAND

100%

Piwowar-Sulej K., Cierniak-Emerych A.

Oeconomia Copernicana

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2017

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vol. 8

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issue 2

301-316

EN

Research background: The 1980s saw popularization of the management paradigm requiring that employee intellectual potential should be noticed and used. The subjective approach to employees is fully reflected in the empowerment process. The definition scope of the analysed notion has not been unambiguously delineated to date. In narrow terms, empowerment means delegating power in the decision-making process and is considered a management method. In broad terms, in turn, the idea is at times called even a management concept. Purpose of the article: The aim of this paper is to provide answers to the following research questions: (1) Can empowerment be called a separate management concept? (2) What is the awareness of the essence of empowerment among contemporary employees? (3) What are the barriers to implementing empowerment assumptions in enterprises? Methods: The research process was based on literature studies and empirical research that was conducted in Poland under two separate research projects. One, carried out in the period 2006–2015, was oriented towards assessing the level of interest in employee participation and identifying the approach to implementing such participation in enterprises. The research covered over 300 respondents. It used structured interview complemented with free interview and analysis of the provided documents of the respondents’ enterprises. The results of the research encouraged a closer look at the category of empowerment. Pilot empirical research on the category of empowerment was conducted in 2016 with questionnaire surveys. The research sample was 63 employees. Findings: It was found that empowerment should be perceived as certain expansion of employee participation rather than a separate management concept. It consisted in sharing not only information but also power with employees. The results of the empirical research permitted the ascertainment that interest in lower participation forms prevailed among the respondents. Barriers related to applying empowerment were sought in this context. The pilot research allowed a conclusion that the barriers should be sought primarily in the failure to prepare (also mentally) employees and employers for using empowerment. Although the presented results of the research are not representative, they encourage further in-depth research within the discussed area.

16

Próba identyfikacji wytycznych praktyk zarządzania zasobami ludzkimi w organizacjach sieciowych

100%

Majowska M.

Zarządzanie Zasobami Ludzkimi

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2012

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issue 1(84)

11-28

EN

A key management challenge facing organizations today is the creation of mutual interorganizational relations in the form of a network. Research indicates that increasing an organization’s effectiveness and achieving competitive advantage through appropriate HRM policies and practices can be understood only in the context of the characteristics of network relations. Thus, this paper is aimed at developing a basis for HRM that reflects the requirements of interorganizational cooperation. This goal can be accomplished through studies as well as literature analysis.

17

Sustainable Development for Ukraine: EU Benchmark and Foresight Methodology

100%

Pichugina M., Artemenko L.

Zeszyty Naukowe Politechniki Częstochowskiej. Zarządzanie

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2021

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issue 42

45-56

EN

The importance of mobbing as a pathological phenomenon that occurs in the workplace is discussed. Attention was also paid to the issues of human resource management that can be a source of mobbing behavior in organizations. Various approaches to defining mobbing and its characteristics are briefly described. Then the focus was on the types of mobbing pathologies occurring in the organization. Based on empirical research, it indicates human resource management and its relationship with the most common manifestations of pathological behaviors in the workplace of people included in the survey.

18

Oceňování pracovních míst a hodnocení zaměstnanců

88%

Gabriela Š., Ladislav Š., Tsolmon J.

Littera Scripta

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2009

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vol. 2

35-42

EN

Employee appraisal and adequate evaluation of job posistions is a key-part of personal management, and if is applied well, then has a high influence over whole firm development and every single employee. The evaluation consists of two important components, namely material and immaterial component. Mostly is in the primary focus these material part, but the same high account position, in optimum case, has the immaterial part. In worker appraisement is necessary to accentuate, beside financial rewards and profit, also the possibility of self - fulfillment, proper and motivative environment, social certainty or also prestigious participation in some decision-making process. All evaluation results may lead in improvement of human resource management and stimulation of efficiency.

19

How Well Has Local Government Human Resource Management Been Discussed? Looking at the Global Practice

88%

Kurniasih D., Wahyuningrat W., Setyoko P. I., Pedrason R., Yusuf M.

Studia Regionalne i Lokalne

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2023

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vol. 93

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issue 3

20-36

EN

Human resource management (HRM) studies have been continuously developed to serve as a reference for enhancing the quality of public services. This includes the case in local government where it is important to have highly competent resources, because civil service personnel are the door that deals directly with local communities. Using bibliometrics and analysing previous research coherently, this study focuses on identifying the development of HRM discussions on local governance at the global level, both in developed and developing countries. As a result, although in general, the topics raised included managerial and personnel issues. There are certain issues raised by developed countries, such as innovation to contemporary social issues. Meanwhile, in developing countries discussed challenges faced by local governments in managing their resources. This study contributes to the development of HRM concern-mapping in local government globally and can be used as a reference for increasing the capacity of human resource management in local government.

20

On-the-Job Training and Human Resource Management: How to Improve Competitive Advantage of an Organization?

88%

Ognjenović K.

Organizacija

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2015

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vol. 48

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issue 1

57-70

EN

Background: In this paper, the effects of four groups of factors on organizational performance are examined. Those are human resource management (HRM) policies and practices, financial and business indicators, location, and firm characteristics. A review of selected literature confirmed that a similar set of factors, through its positive effects on boosting organizational performance, may significantly improve competitive advantage of firms. Methods: An empirical analysis using firm-level data is conducted on the sample of enterprises operating in Serbia. A microeconometric approach is employed in order to specify and estimate empirical models. Two statistical models are applied. The ordered probit model is used for investigating organizational performance and the standard binary probit model for examining the decision of a firm to integrate the human resource development (HRD) department into its organizational structure. The goodness of fit measures confirmed the statistical reliability of estimated models. Results: Estimation results revealed that optimization of the number of employees, sales and revenues, firm age, increased market demand and competitive environment, as well as the ‘right decisions’ of the top management have significantly positive effects on boosting organizational performance. Significance of on-the-job training for boosting organizational performance was not empirically supported. In the same group of factors are firm size, industry and region. An auxiliary model shown that large- and medium-sized firms, firms with high level of revenues, privately owned, foreign and those located in or near to the capital city are more likely to have HRD departments. Conclusions: This paper provides a survey of the theoretical literature and explains empirical findings that are relevant for understanding to what extent on-the-job training, managing human resource, as well as some other internal and external organizational and financial factors are important for enhancing competitive advantage of firms.

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