Search results

1

Employees’ education as an element of the Human Resource Management – Polish experience

100%

Sobocka-Szczapa H.

Przedsiębiorczość i Zarządzanie

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2014

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vol. 15

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issue 2

11-21

EN

The importance of professional training cannot be overemphasized. In any organization, it is conducive to a better implementation of the tasks, and through it – increasing efficiency. For those directly involved – employees – lifelong learning is the premise of job retention. The aim of this paper is to present the results of research study – both quantitative and qualitative – describing ways in which employers may support employees’ educational activity.

2

Comparison of Human Resource Management in Slovenian Family and Non-Family Businesses

100%

Kopriva I., Bernik M.

Organizacija

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2009

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vol. 42

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issue 6

246-254

EN

The room to reach a competitive advantage in today's dynamic world, companies have in unutilized and even unknown human abilities of own employees. Treatment of people at work in large organizations is well analyzed, but little focus is directed at small and medium-sized enterprises. This is particularly true for family businesses. Small and medium-sized enterprises are largely owned by individual families and are an extremely important part of developed economies. Complexity of internal relationships and interplay between the two systems: families and businesses, which often lead to conflicts in interaction, however, is the reason that many managers and professionals are not willing to work in family businesses. It is justified to set the research question; Are we obligate to treated family businesses as a special case when considering the management of people at work? This paper presents the need to address the family businesses as a special case. In a successful and long living family businesses undoubtedly are closely and carefully working with the employees. It is little known about dealing with people in a Slovenian family businesses and how management practices differ from non-family firms. Based on the study of literature and conclusions from a qualitative empirical study the differences are presented in this article. There are also presented differences in practices of dealing with people at work in foreign and Slovenian non-family and family businesses. At the end there are exposed a good practices of each type of business and recommendations for their use.

3

Is Management of Aging Human Resources Worthwhile? Evaluation of an Age Management Model

88%

Kołodziejczyk-Olczak I., Sołtys A., Rashidi A., Scott L.

Journal of Intercultural Management

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2015

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vol. 7

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issue 1

75-95

EN

Societies are aging. This brings with it a lot of negative consequences and risks to companies. Employers are facing a phenomenon which is not fully recognized, and as a corollary there are no fully developed standards and tools for age management as an implemented strategy and personnel policy. Older workers have different needs and expectations regarding not only working conditions, ergonomics, safety, health care etc., but also with respect to social relationships, communication, career perspectives, professional training and development. These factors, as well as the results of research on aging, should be reflected in the practice of human resource management. The purpose of this article is to show the LIKE Age Management Model (LAMM) in the context of suggested practices and models to date. LAMM contains two types of functions: primary ones regarding recruitment, learning and development, health protection and promotion, exit and transitions to retirement procedures; and supporting ones related with flexible working hours, career development, redeployment and comprehensive approaches. The model has been evaluated on the basis of diverse criteria in the context of the proposed instruments described in the LAMM with respect to functions and possibilities of implementation in enterprises.

4

Employability Enhancement in Public Organizations Providing Social Services: Evidence from Labor Offices and Social Welfare Centers

75%

Marzec I.

Zarządzanie Zasobami Ludzkimi

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2015

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issue 2015 6(107) Employability (Zatrudnialność)

111-130

EN

This paper strives to analyze individual factors that determine the employability of employees in public organizations providing social services, practices of employability enhancement in such organizations, and the fundamental results of such actions on the employees and organizations. Building on insights from interviews carried out with managers of labor offices and social welfare centers, key dimensions underpinning employability and the conditions of its enhancement in public organizations are discussed. The obtained data indicate that employability is a multidimensional phenomenon that encompasses not only professional knowledge and skills, but also generic competences. Moreover, the research suggests that public organizations should enhance the employability of their employees because this makes it possible to align employee and organization benefits subject to the new conditions of employment relations in the public sector.

PL

Celem artykułu jest analiza czynników indywidualnych, które określają zatrudnialność pracowników w organizacjach publicznych świadczących usługi społeczne, praktyk rozwoju zatrudnialności w tych organizacjach, jak również ich podstawowych rezultatów dla pracowników i organizacji. Bazując na wglądzie uzyskanym z wywiadów przeprowadzonych z kadrą zarządzającą ośrodków pomocy społecznej i urzędów pracy, przedstawiono kluczowe wymiary stanowiące podstawę zatrudnialności i warunki jej rozwoju w badanych organizacjach. Otrzymane dane wskazują, że zatrudnialność jest zjawiskiem wielowymiarowym, które obejmuje nie tylko wiedzę i umiejętności fachowe pracowników, lecz również kompetencje ogólne. Ponadto badania sugerują, że organizacje publiczne powinny rozwijać zatrudnialność swoich pracowników, ponieważ działanie to pozwala łączyć interesy organizacji i pracowników w nowych warunkach zatrudnienia w sektorze publicznym.

5

Human Resource Management Practices in Polish Companies During the Economic Slowdown

75%

Pocztowski A., Miś A.

Management Business Innovation

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2010

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vol. 6

30-41

EN

The objective of the paper is to present how companies operating in the Polish market faced challenges in the field of HR-function during the economic slowdown. As a source of data for the analysis two empirical studies have been used, which were conducted in 2009. In both studies structured questionnaires were used. The first study deals with turnover and retention issues and the second one focuses on trends in reward systems. Efforts have been made in the paper to examine how companies adapt their HR policies and practices while coping with changes in the environment. After presenting some general adaptation strategies, the authors will focus on two issues mentioned above. The findings of the empirical research indicate that typical reactions of the examined companies as a response to the crises in the financial markets were: freezing of recruitment actions, cuts in training budgets, changes in reward systems, limitations of benefits as well as restrictions of HR-departments budgets. The research evidence reveals that changes in the labor market caused by economic slowdown forced 46% of the firms to plan reductions of employment but on the other hand 41% did not plan to do that. The uncertainty in the business context of HRM makes HR-professionals rethink practices they have been using so far.

6

CHALLENGES OF HRM IN A GLOBAL BUSINESS ENVIRONMENT: A REVIEW AND RESEARCH AGENDA

75%

Okolie U. C., Udom I. D.

International Journal of New Economics and Social Sciences

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2019

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vol. 9(1)

181-194

EN

This paper explores the various challenges of HRM and its practice in a global busi-ness environment. The roles and responsibilities of HR departments are transforming as the modern business faces pressures of globalization, hyper-competition in the markets, declining margins and changing consumer demands, workforce diversity, technological advances and changes in the political and legal environment. Today, global HR management has become a front-and-center issue for a wide variety of firms. Many larger corporations, and even smaller ones doing business in key interna-tional markets, now have full-time HR managers devoted solely to assisting with the globalization process. For the HR managers to thrive and be relevant in the global context, new roles and agenda for the profession should not focus on traditional HR activities such as recruitment and selection, training and development, and compensa-tion, but on its outcomes. There is presently an increasing interaction of national eco-nomic systems all over the world through the growth in international trade, invest-ment, and capital flows. This interaction is a worldwide drive toward globalization and a globalized economic system. Globalization, an inevitable and irreversible force is a new reality in which HR practitioners, enterprises and government are always on the lookout for new processes and innovations. This globalization process, therefore, necessitates an investigation into human resource management. The paper utilizes the methods of descriptive analysis and synthesis of the scientific literature and empirical investigation. The paper sums up with requisite conclusion and recommendations that will help HR professionals contribute positively to employees’ well-being and meeting organizational targets in a global business environment

7

ZNACZENIE COACHINGU W NOWOCZESNYM ZARZĄDZANIU ZASOBAMI LUDZKIMI

75%

Szcześniak M.

Zeszyty Naukowe PUNO

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2017

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issue 5

107-120

EN

The purpose of this article is to show the reader how important the aspect of coaching is within human resource management in organisations that want to succeed, acting on a dicult and competitive market in 21st century. Coaching as a method of supporting the evective management of not only human resources but also the entire organization, refers to outstanding success in the wealthy countries of Europe and the USA. The article poses the following research hypothesis: If coaching is an interactive process that helps individuals in accelerating the pace of development and improvement of eZects and helps to achieve outstanding results not only in their personal lives but also professional, why not make it a method contemporary supporting human resource management. Management coaching, promoting high performance at work and the strategy of achieving long-term competitive advantage, is possessed by the organization of human potential. Using the coaching methods of management, it gives subordinates a sense of awareness and appreciation of their role in the company, it also highlights their importance in the functioning of the organization

8

Zarządzanie zasobami ludzkimi w organizacjach komercyjnych i w administracji publicznej. Czego biznes może się uczyć od służby cywilnej?

63%

Sidor-Rządkowska M.

Zarządzanie Publiczne / Public Governance

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2018

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issue 1(43)

78-87

PL

Autorka podejmuje temat zarządzania zasobami ludzkimi (ZZL) – dziedziny, której prawidłowe funkcjonowanie stanowi warunek realizacji celów strategicznych przez współczesne organizacje. Jego celem jest próba wskazania niektórych podobieństw i różnic między zarządzaniem zasobami ludzkimi w biznesie i w administracji publicznej. Rozważania opierają się na analizie literatury przedmiotu, aktów prawnych i doświadczeń autorki jako pracownika naukowego zajmującego się zagadnieniami ZZL, wykładowcy na studiach MBA i studiach podyplomowych, konsultanta i trenera, zarówno w organizacjach komercyjnych, jak i w jednostkach administracji publicznej. Szczególną uwagę poświęcono rozwiązaniom stosowanym w służbie cywilnej. Autorka wskazuje, że w dziedzinie zarządzania zasobami ludzkimi przepływ inspiracji powinien być dwukierunkowy – nie tylko administracja może uczyć się od firm biznesowych, ale także firmy biznesowe od organizacji o charakterze administracyjnym.

EN

The paper discusses the topic of human resource management – the area whose proper functioning reflects the implementation of strategic goals of contemporary organizations. It aims to identify some of the similarities and differences in managing human resources in business and public administration. The considerations are based on the analysis of the relevant literature, legal acts as well as the author’s experience gained over the years as the scientist working in the field of Human Resource Management, MBA lecturer, consultant and trainer both in business and public administration bodies. Special attention is given to solutions implemented by civil service. The author indicates that inspiration flow should be bidirectional: public administration units may learn and benefit from business, and corporations may learn from administration bodies.

9

Narzędzia rachunkowości zarządczej jako wsparcie systemów motywacyjnych

63%

Tokarska D.

Studia Ekonomiczne

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2016

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vol. 300

183-195

PL

Artykuł stanowi prezentację rozwiązań stosowanych w rachunkowości zarządczej, które są jednocześnie wsparciem procesu motywowania pracowników. Rachunkowość zarządcza poprzez ścisłe powiązanie z funkcjami kontrolnymi jest niezwykle użyteczna zarówno w ocenianiu pracowników, jak i monitorowaniu ich bieżącej pracy oraz efektów, jakie ona przynosi. Wysoka jakość kapitału ludzkiego może stanowić przewagę konkurencyjną przedsiębiorstwa. Pozostawiona bez kontroli i odpowiedniego poziomu wynagradzania finansowego i pozafinansowego może przyczynić się do upadku przedsiębiorstwa.

EN

The article is a presentation of the solutions used in management accounting, which are at the same time support the process of motivating employees. Management Accounting, through close links with control functions, is extremely useful both in assessing employees and monitor their work, and the effects that it brings. The high quality of human capital can be a competitive advantage of the company. Left unchecked and with an appropriate level of financial and non-financial rewards, can contribute to the collapse of the company.

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