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1

Przyczyny odchodzenia pracowników z organizacji

100%

Dolot A.

Zeszyty Naukowe Uniwersytetu Ekonomicznego w Krakowie

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2018

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issue 5(977)

129-142

PL

Celem artykułu jest określenie czynników, które skłaniają pracowników do odejścia z organizacji. W części teoretycznej określono ogólne koszty, jakie ponosi organizacja w związku z rezygnacją pracownika z pracy. Na podstawie analizy literatury przedmiotu określono cztery główne przyczyny odchodzenia z pracy. Wyróżniono przyczyny wewnątrzorganizacyjne i dokonano przeglądu badań wtórnych dotyczących tych zagadnień. W dalszej części przedstawiono wyniki badań własnych z tego zakresu, prowadzonych we współpracy z Grupą ATERIMA. Zaproponowano działania praktyczne, których celem jest zmniejszenie liczby pracowników chcących odejść z pracy w organizacji.

EN

The article examines the issue of why employees leave their companies, focusing on four main reasons. The last of the four reasons is rooted in the organisation itself. Secondary research concernig the reasons for which employees leave their organisation was reviewed. It covers the costs organisations bear when employees leave and surveys the subject literature and also presents the results of research the author conducted in cooperation with ATERIMA. The article concludes with suggestions for practical actions intended to decrease employee turnover.

2

Implications of humanistic management for the employer and the employed

99%

Gupta D.

Organizacja i Zarządzanie : kwartalnik naukowy

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2018

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vol. nr 4

83--92

EN

Humanistic management may be among the latest buzzwords, but the older generation maintains that it knew all about it all along. Some of them had practised it at the workplace. It is all about workplace dignity. By giving it a fancy name, Generation Z is only reinventing the wheel. Upon interaction with the respondents selected for the study, the researcher concludes that humanistic management can help reduce attrition and raise employee productivity. As a result, the employer can become more price-competitive and quality-competitive at the workplace. Thus, the outcome is a virtuous cycle of enhanced productivity, enhanced competitiveness and reduced training costs. But what piqued the curiosity of the researcher was why, to this day, humanistic management remains an exception and not the rule, across the employer community. This is because employers placed more faith in authoritative managers than in individual workers and group dynamics. They ignored interpersonal relationships. They failed to acknowledge the value of dignity in the economics and management space! This amounts to being wise to the penny and foolish to the pound. At best, it may lead the employee to churn out products at the same dreary pace for the rest of his/her work life. For all one knows, the employee concerned may be capable of delivering more but no thanks to absence of humanistic management, the employee concerned is seldom motivated to excel himself/herself at the workplace. Humanistic management dispels the notion that productivity level is the same across employees.

3

For an old shape of social sciences, i.e. against the „instead of” methodology

99%

Doliński D.

Nauka

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2020

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issue 3

EN

Since the 1970s, social psychology has investigated real human behavior to an increasingly smaller degree. The author of the article suggests that the phenomenon of cognitive revolution in psychology naturally boosted the interest of researchers in such phenomena like attitudes, values, social judgments and stereotypes; at the same time, it decreased interest in others important topics like aggression, social influence or altruism. In recent decades, we have also witnessed a growing conviction among social psychologists that explaining why people perform certain actions holds greater importance that demonstrating the conditions under which people really display particular reactions. The key question appears in this situation of whether social psychology remains of science of (real) behavior, and whether the current condiction of the discipline is desirable or rather pathological.

4

Learning or Earning: Impact of Student Employment on Student Careers in the Eastern Region of the European Higher Education Area

99%

Kocsis Z., Pusztai G.

The New Educational Review

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2021

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vol. 65

149-161

EN

While the number of higher education students doing paid work is increasing, there have been contradictory findings on the impact of student employment on student performance (Pascarella & Terenzini, 1998, Perna, 2010; Riggert et. al., 2006). Our study focuses on the impact of student employment on students’ careers and commitment in the Eastern Region of the European Higher Education Area. We used the PERSIST 2019 (N=2199) database. We assumed that paid work increases the chance of attrition and has a negative influence on commitment. Regarding commitment to one’s studies, there is no significant difference between working and non-working students, but, regardless of country, students who work regularly have much closer connections with faculty. They also get better results, which means that work related to one’s studies and keeping in contact with faculty have a positive effect on student performance.

5

L1 English speakers in Prague: motivators in language use and language borrowing

85%

Castle C. M.

Linguistica Pragensia

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2021

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vol. 31

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issue 2

161-187

EN

This paper identifies causes of grammatical borrowing and related grammatical phenomena in L1 English L2 Czech immigrant speech. This study contributes to the literature on causes of grammatical borrowing and considers key ideas including social pressure (Thomason and Kaufman 1988), cognitive pressure (Matras 1998; Sanchez 2005) and gap filling (Campbell 1993). Thirteen semistructured interviews were conducted. Participants were affected by social pressure and cognitive pressure surrounding their language use, whether it acted as a driving or inhibiting factor in terms of grammatical borrowing. Participants also engage in borrowing akin to “language play” (Porte 2003: 116) with those close to them; it is a conscious choice to borrow in these cases and it usually represents matter (MAT) (Matras and Sakel 2007) borrowing (Castle 2021a). This paper proposes a new model which considers both conscious and subconscious borrowing whilst also considering factors inhibiting the possibility of borrowing.

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1 Linguistica Pragensia

1 Nauka

1 Organizacja i Zarządzanie : kwartalnik naukowy

1 The New Educational Review

1 Zeszyty Naukowe Uniwersytetu Ekonomicznego w Krakowie

1 Castle C. M.

1 Doliński D.

1 Dolot A.

1 Gupta D.

1 Kocsis Z.

1 Pusztai G.

2 2021

1 2020

2 2018

Przyczyny odchodzenia pracowników z organizacji

Implications of humanistic management for the employer and the employed

For an old shape of social sciences, i.e. against the „instead of” methodology

Learning or Earning: Impact of Student Employment on Student Careers in the Eastern Region of the European Higher Education Area

L1 English speakers in Prague: motivators in language use and language borrowing