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Wybrane czynniki kształtujące satysfakcję pracownika

100%
Springer A.
Problemy Zarządzania
|
2011
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issue 4/2011 (34) t.1
162 - 180
PL
Artykuł koncentruje się na tematyce satysfakcji pracownika, ze szczególnym uwzględnieniem analizy znaczenia czynników ją kształtujących. Obok analizy zarówno klasycznego, jak i współczesnego dorobku literaturowego związanego z satysfakcją jako elementem postawy warunkującym zachowanie pracownika, przedstawione zostały również wyniki pierwotnych badań własnych. Badania przeprowadzone zostały na próbie 468 osób w wieku produkcyjnym, mieszkańców powiatu poznańskiego. Badania wskazały, że na zadowolenie pracowników wpływają przede wszystkim: poziom wynagrodzeń i stabilność zatrudnienia. W przypadku pozostałych czynników pracownicy mieli trudności z wyróżnieniem czynników mniej i bardziej dla nich istotnych. Spośród zmiennych demograficznych jedynie wiek i wykształcenie różnicowały wagę kilku z czynników. Nie bez znaczenia dla kształtowania się satysfakcji pracownika są również uznawane przez niego wartości. Kluczowym czynnikiem różnicującym okazało się zajmowane stanowisko. Pracownicy wykonawczy różnią się od specjalistów i kierowników hierarchią ważności czynników kształtujących ich satysfakcję.
XX
Article focuses on issues of employees' satisfaction with particular attention to the importance of analysis of factors influencing it. The paper presents an analysis of classical and contemporary literature associated with satisfaction, as part of employee attitudes. In addition to the literature, the article presents the results of original self research. The research was conducted on a sample of 468 responders representing working age population in the Poznan district. The research results indicate that the level of wages and employment stability is the most important element as far as employees' satisfaction is concerned. For other factors, workers have difficulty with indicating factors which are more or less important for them. Among the demographic variables only age and level of education differentiate the importance of the analyzed factors. The research shows that the values declared by employees also influence the satisfaction shaping process. The workplace is the most differentiating factor. Executive employees, professionals and managers, differ because of the hierarchy of the factors influencing their satisfaction.
2

Zarządzanie talentami w polskich przedsiębiorstwach w porównaniu z krajami Grupy Wyszehradzkiej

63%
Leczykiewicz T., Springer A.
Roczniki Naukowe Wyższej Szkoły Bankowej w Toruniu
|
2014
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issue 13
129-143
EN
The paper presents a comparative analysis of talent management in enterprises of the Visegrad Group - V4 (Poland, Czech Republic, Slovakia and Hunga-ry). It is based on the results of quantitative research (survey) carried out in 2013. On a sample of 550 enterprises in the international research project "Integrated Talent Management - Challenge and Future for Organisations in the Visegrad Countries" (International Visegrad Fund Standard Grant No. 21220142, 01 / 2013-12 / 2013). The results of the study showed that the V4 countries differ from one another in terms of the level of implementation of activities related to talent management. These differences can be reported in all evaluated areas: talent management strategy formulation, identification, recruitment, evaluation, motivating and supporting the development of talents and promote their retention. Analysis of the survey results shows that Polish companies are lagging behind in terms of talent management, and a leader in this area proved to be companies operating in Hungary.
3
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Wyzwania związane z zarządzaniem talentami - porównanie firm rodzinnych i nierodzinnych

63%
Springer A., Hadryś-Nowak A.
e-mentor
|
2016
|
issue 3 (65)
54-59
EN
In practical terms of human resource management, the implementation of talent management (TM) is increasingly believed to be a way of building competitive advantage of the company. Despite numerous publications about TM, it was noticed that there are none considering those processes implemented in the family-owned business, especially in Polish market. The main aim of this article was to assess the major differences of TM processes between family and non-family companies. Four separate research areas were taken into account: strategy formulating, identifying and recruiting talents, assessing key employees and finally, motivating them. Collected results indicate that family businesses are doing slightly better with the implementation of TM processes than the non-family Polish companies. This difference, however, is relatively small and mainly concerns the area associated with the formulation and implementation of strategy, achieving significantly better ratings in 4 from the 9 evaluated variables. At the same time, there are no differences in terms of TM between family companies and non-family ones which are large or have a foreign capital.
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