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HUMAN CAPITAL MANAGEMENT AND EMPLOYEE ENGAGEMENT

100%
Juchnowicz M.
Zarządzanie Zasobami Ludzkimi
|
2010
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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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Zaangażowanie pracowników – rola bezpośredniego przełożonego

100%
Zawadzka M. A., Szabowska-Walaszczyk A.
Prace i Materiały Wydziału Zarządzania Uniwersytetu Gdańskiego
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2011
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vol. 2
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issue 2
137-150
EN
Employee engagement is a factor that can enhance success of an organization, because it results in certain beneficial behaviors. Engagement is regarded as a state that can be influenced by several aspects or organizations functioning. One of the most important are the actions of immediate supervisor that have impact on employees attitudes and perception of an organization as a whole. To confirm this thesis a research on employees from a production focused company was conducted (N = 151). The way the participants perceived their immediate supervisor on the dimension such as: Interpersonal relations, Inspiration and Management was the factor that differentiated: the level of engagement, intensity of actions taken for the benefit of employing organization and evaluation of organization in key aspects (internal communication, change management, participation in decision making, possibility to grow, use of knowledge and skills, company image and employment politics).
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