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1

Influence of Intellectual Capital and Knowledge on Construction Companies' Financial Outcome

100%
Buszko A.
Pieniądze i Więź
|
2008
|
vol. 11
|
issue 3(40)
185-196
EN
The aim of this article is to present conceptual differences between knowledge and intellectual capital. The author tries to define what impact do knowledge and intellectual capital have on company management and company financial outcome (on the example of building branch).
2

Wprowadzenie do teorii zarzadzania talentami

100%
Mikula B.
Zeszyty Naukowe Uniwersytetu Ekonomicznego w Krakowie
|
2012
|
issue 880
111-124
EN
The paper presents the evolution of the approach to leadership and management of human resources in an enterprise. It describes the new structure of employees working for an organisation in a knowledge-based economy then precisely characterises knowledge employees, staff and partners taking part in the process of value creation. It also presents the genesis and issue of talent management together with its basic tasks.
3

SOCIAL POTENTIAL OF POLISH FIRM: HACKMANN AND OLDHAM MODEL (Potencjal spoleczny polskich przedsiebiorstw: motywacja pracownikow)

80%
Roznowski B.
Organization and Management
|
2009
|
issue 2(136)
99-115
EN
Social potential of firm is very complex problem linked with human capital and Human Resources Management. The most important issues underlined by studies at the topic are: knowledge management, values, competencies, attitudes and last not least - work motivation. Researching the aspect of employees motivation the author focuses on Hackman and Oldham model (1976). The model is attractive for the double picture of motivation - how organization of work is motivating the employees and which job conditions are important for them in their work. In the research over 1000 employees from the Lublin Region were interviewed. The impact of age, education, salary and form of job contract on the work motivation werw analysed. It was shown that the social potential of organization depends on age, education, and type of job contract. Polish workers are mainly motivated by external factors as type of contract and salary.
4
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EVALUATION OF CHANGES IN THE MOTIVATION SYSTEM FOR LOCAL GOVERNMENT STAFF (Ocena zmian w systemie motywacyjnym pracowników samorzadowych)

80%
Seredocha I.
Zarządzanie Zasobami Ludzkimi
|
2010
|
issue 3-4(74-75)
109-123
EN
This paper is a report on pilot research conducted among city and borough councils as well as the starosty (country-level) offices of the Warmian–Masurian Voivodeship in February of 2010. One of the aims of the research was an evaluation of the potential for utilizing office in–house staff (internal promotion), an assessment the obligation of continuous skill and professional qualification improvement, and the legitimacy of changes in defining ways and procedures for worker assessments in the units, as well as of qualification requirements and detailed remuneration terms.
5
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Najlepsze praktyki w zarządzaniu zasobami ludzkimi według badań Instytutu CRF

80%
Gołaszewska-Kaczan U.
Zarządzanie i Finanse
|
2012
|
vol. 1
|
issue 3
357-367
EN
The aim of this article is to present the best practices in human resources management in recent years. In the article certain practices observed by the CRF Institute are brought to attention. According to the organization’s research these are: increase in the number of women in management positions, actions to boost personnel’s involvement, constant improvement of the firm’s internal communication, emphasis on the company’s social responsibility, planning the firm’s succession. Each of the practices gives the company particular benefits, enabling it to achieve successes in the market.
6

Tworzenie i wdrażanie systemu zarzadzania kompetencjami w organizacji

80%
Piwowarczyk J.
Zeszyty Naukowe Uniwersytetu Ekonomicznego w Krakowie
|
2011
|
issue 853
21-37
EN
The article presents the issue of employee competence management in an enterprise. It discusses the nature and division of competences, characteristic examples of profiles of competences and a way to use them. The basic elements of the competence management system and the stages of its creation are also presented, as is how a well-defined and updated competence base can prove to be the central element of an organisation’s human resources management.
7

Projektowanie usprawniające systemu oceniania pracowników

80%
Tyrańska M.
Zeszyty Naukowe Uniwersytetu Ekonomicznego w Krakowie
|
2011
|
issue 871
129-151
EN
The employee assessment system maintains a central place in human resource management and may be used in all phases of that management within an organisation. This paper presents a synthetic study of an employee assessment system and methodology for designing such a system. The design aspect was based on an approach focused on improvement. Particular parts of this paper offer a general examination, which holds that employee assessment system improvement depends mainly on identifying the previous solution, analysing and evaluating it, and then forecasting changes. It may also entail searching for a new effective system for employee assessment. When designing the employee assessment system, applicable regulations, the organisation’s culture and strategy, social-professional conditions and the financial standing of the organisation must all be taken into consideration.
8

Podejscie diagnostyczne w badaniu zasobów ludzkich organizacji publicznych

80%
Bińczycki B.
Zeszyty Naukowe Uniwersytetu Ekonomicznego w Krakowie
|
2011
|
issue 871
153-165
EN
The effectiveness of municipal offices is largely determined by the effectiveness of human resource management, a fundamental yet essential resource in the offices that determines the way they manage results from the entire institution. The paper outlines the course of the examination procedure, paying particular attention to the growing importance of effective human resource management in improving the functioning of public administration. The paper also describes the conditions for strengthening the role of personnel cells in municipal offices and the research goals. The author presents a research procedure on the human resource management process and highlights areas for improvement in these public organisations.
9

THE PRACTICE OF LOCAL ADMINISTRATION TRAINING IN THE OPOLSKIE VOIVODESHIP - THE RESEARCH FINDINGS (Praktyka doskonalenia kadr administracji samorzadowej w wojewodztwie opolskim - wyniki badan)

80%
Tracz-Krupa K.
Barometr Regionalny. Analizy i prognozy
|
2011
|
issue 4(26)
85-93
EN
The article deals with the issue of training the local administration in the Opolskie voivodeship. The main goal of the paper was to diagnose and evaluate training of self- administration officials and to indicate possible ways of improvements. The empirical part was conducted amongst 451 officials at different levels of self-administration in the Opolskie voivodeship.
10
Publication available in full text mode
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CHANGES IN THE VALUE SYSTEMS OF POLISH COMPANIES

70%
Gadomska-Lila K.
Zarządzanie Zasobami Ludzkimi
|
2010
|
issue 3-4(74-75)
29-38
PL
Artykuł podejmuje zagadnienie wartości organizacyjnych, wskazując na ich rolę w procesie funkcjonowania przedsiębiorstw. Prowadzone rozważania koncentrują się na przyczynach i kierunkach przeobrażeń systemu wartości polskich przedsiębiorstw, a ich podstawę stanowią wyniki badań empirycznych. Pozwalają one wnioskować o dalszych kierunkach rozwoju systemu wartości oraz o doborze narzędzi pomocnych w jego utrwalaniu.
EN
This paper discusses the problem of organizational values, pointing to their role in the process of company operations. Considerations focus on the reasons and directions of transformations in the value systems of Polish companies and are based on empirical research. They allow conclusions as to further directions in value system development and the selection of tools helpful in making them permanent.
11
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MOLDING THE PERSONNEL FUNCTION IN SMALL AND MEDIUM ENTERPRISES USING THE PODLASKIE VOIVODESHIP AS AN EXAMPLE (Ksztaltowanie funkcji personalnej w MSP na przykladzie województwa podlaskiego]

70%
Leszczewska K.
Zarządzanie Zasobami Ludzkimi
|
2010
|
issue 3-4(74-75)
89-97
EN
This paper takes up the topic of the shaping the of the personnel function in small organizations. It highlights the strategic role of personnel management in the competitive environment in which today's businesses operate. The specifics molding the personnel function in the SME sector are presented as are the results of research carried out among entrepreneurs in the Podlaskie Voivodeship.
12

Efektywny system wynagradzania w jednostkach samorządowych oferujących wsparcie finansowe z Unii Europejskiej jako kluczowy instrument wdrażania innowacyjnych metod zarządzania w organizacjach publicznych

61%
Kornecki J., Kokotek M., Szymański A.
Optimum. Studia Ekonomiczne
|
2013
|
issue 6(66)
70-84
EN
The authors examine the areas open to the implementation of innovation in public institutions offering financial support from the European Union funds. It seems that wage systems are a promising field for the implementation of changes. The analysis is based on the results of a pilot survey, con¬ducted in 2011 among 79 employees of the Entrepreneur Service Centre in Łódź, regarding the assessment of the effectiveness of the wage system and its influence on the level of satis¬faction and motivation of em¬ployees. The aim of the paper is to assess the role that the wage system plays in the analysed public institu¬tion responsible for the implementation of one of the priorities of the Regional Operational Programme for Łódzkie Voivodeship for the years 2007-2013.
13

CHANGES IN HUMAN RESOURCES MANAGEMENT IN LOCAL SELF- GOVERNMENT ADMINISTRATION (Zmiany w zarzadzaniu zasobami ludzkimi w administracji samorzadowej)

61%
Czajka Z.
Optimum. Studia Ekonomiczne
|
2012
|
issue 1(55)
54-67
EN
The paper presents the changes in the HRM regulations in local self-government administration which took place in 2008. These changes concern personnel selection, professional development, appraisal and remuneration of public administration staff. The new regulations enable greater independence and flexibility of public administration units as regards HRM. The paper also offers a tentative assessment of the implementation of the changes in commune councils. It seems that the quality of HRM depends on the size of the institution (number of personnel) and its location (size of community). In many small councils, HRM mainly focuses on personnel selection, remuneration policies and other basic operational activities; whereas the new principles are not fully implemented.
14
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HUMAN RESOURCE MANAGEMENT EFFICIENCY IN EDUCATION

51%
Bednarska-Wnuk I.
Zarządzanie Zasobami Ludzkimi
|
2011
|
issue 3-4(80-81) Efficiency of HRM
117-126
PL
Zarządzanie zasobami ludzkimi jest procesem, któremu podlegają wszystkie organizacje. Coraz większą świadomość ze znaczenia sprawnego i efektywnego procesu zzl przejawiają także osoby zarządzające organizacjami użyteczności publicznej, do których zalicza się szkoła. Celem opracowania jest przedstawienie i ocena wybranych elementów zarządzania zasobami ludzkimi w placówkach edukacyjnych po roku 1989 z perspektywy realizacji ich efektywności, jako przykładu funkcjonowania organizacji publicznej.
EN
Human resource management is a process to which all organizations are subject. There is an increasing awareness of the importance of an efficient and effective HRM process exhibited among the managers of public organizations, including schools. The aim of this paper is to present and evaluate selected elements of human resource management in educational institutions after 1989 in terms of their effectiveness as an example of the operation of a public organization.
15
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USING METRICS TO MEASURE THE HUMAN RESOURCE FUNCTION IN A COMPANY

51%
Balcerek-Wieszala A.
Zarządzanie Zasobami Ludzkimi
|
2011
|
issue 3-4(80-81) Efficiency of HRM
171-184
PL
Niniejszy artykuł ma na celu przedstawienie zestawu mierników, które mogą być wykorzystywane do pomiaru skuteczności zarządzania personelem w przedsiębiorstwie. W opracowaniu zaprezentowano mierniki strategiczne, polityki i obsługi kadrowej oraz szczegółową analizę fluktuacji i absencji pracowników, uznając te zagadnienia jako istotne w pierwszym etapie pracy nad wdrożeniem zestawu mierników do oceny funkcji personalnej. Kolejne etapy powinny rozwijać istniejący system miar HR w przedsiębiorstwie o wskaźniki doboru, wynagradzania, motywowania i szkolenia pracowników.
EN
The aim of the article is to present the set of metrics that might be used to measure the HR function. Although human resource management is frequently discussed, it is variously defined and poorly measured. Implementing human capital measurement and reporting might improve the image of HR and enable communication in a way that is readily understood by the rest of the business. Managers are engaged in the process and companies are using high-level indictors to monitor their business performance and direction as well as to compare it with other enterprises. The paper adds value to the practitioner community by offering a process for the development of a metrics framework against which HR can be evaluated and developed over time.
16
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ZZL w wieku internetu - przywództwo w e-kulturze

51%
Maslyk-Musiał E., Bulinska H.
Zarządzanie Zasobami Ludzkimi
|
2011
|
issue 1(78)
9-30
PL
Gwałtowny rozwój technologii informatyczno-komunikacynych zainicjował rewolucję we współczesnym społeczeństwie. XXI wiek oznacza dla organizacji biznesowych gwałtowne zmiany spowodowane transformacją technologiczną. internet oddziałuje zarówno na tradycyjne przedsiębiorstwa, jak i ich strategie. Cyberprzestrzeń stanowi zmienne środowisko, warunkujące rozwój specyficznych zachowań organizacyjnych. Adaptacja do nowych warunków wymaga dogłębnych zmian w obrębie kultury organizacji. W efekcie, z tradycyjnej kultury wyłania się e-kultura. E-kultura stanowi kluczowy czynnik integrujący wszystkie wymiary organizacji wkraczającej do przestrzeni wirtualnej. Ciągła zmiana i jej nieregularność powodują wykształcenie się nowych praktyk w organizacjach w zakresie zarządzania kapitałem intelektualny oraz innowacją. Organizacje w ruchu wpisują się model nowych przedsiębiorstw charakterystycznych dla rzeczywistości wirtualnej. Funkcja personalna ulega modyfikacji. Nowe praktyki zarządzania zasobami ludzkimi mają za zadanie odpowiedzieć na powstające wyzwania.
EN
The rapid development of information and communication technologies has initiated a revolution in modern society. For business organizations, the 21st century means turbulent transformation caused by technological change. The Internet affects both traditional companies and their strategies. Cyberspace is a variable environment that leads to the development of specific organizational behavior. Successful adaptation to new conditions requires far-reaching changes in organizational culture. In effect, an e-culture is emerging out of the traditional culture. E-culture is a factor integrating all dimensions of an organization entering virtual space. Continuous change and its irregularity are responsible for the forming of new practices within the organization in the management of human capital and innovation. The mobile organization represents the new model of organizations characterizing virtual reality. The personnel function is subject to modification. New human resource management practices are tasked with finding a response to rising challenges.
17

Wpływ zarządzania zasobami ludzkimi na rozwój kapitału ludzkiego w samorządach

51%
Czajka Z. C.
Optimum. Studia Ekonomiczne
|
2013
|
issue 1(61)
73-92
EN
The paper presents the results of research concerning the evaluation of changes in HRM in local-self government administration which came into effect in 2008. The changes aimed to stimulate the development of human capital and to help improve the qualifications of administrative staff so that they could efficiently perform the tasks associated with the needs of citizens and businesses. To that purpose, offices were granted greater independence in creating the rules of employment process. The paper presents the circumstances in which the changes were introduced and the influence of HRM on the development of human capital. This influence is manifested in recruitment and selection (internal and external staffing) selection procedures, organisation of human resources, the role of manager in HRM, qualification requirements, employee training and employee development plans. The outcome of the research is that the effectiveness of changes in HRM and application of new rules and personnel tools in creating anddevelopment of human capital depend primarily on the commitment of persons responsible for HRM and also on the size of office. Local self-government administration offices use a wide variety of solutions regarding HRM, recruitment and selection, employee training and other staf problems.
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