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In the paper, on the basis of sociological studies results,
the police officers value orientations and their relationship
with the implementation of performance management and employee
incentive scheme in the police organization are analysed.
At the end, the value orientations and theoretical aspects of their change are discussed;
police officers value orientations change are disclosed; influence of the institutions on
the formation of value orientations of the police officers is examined.
Possible conflicts between personal beliefs and institutions directives and its operating methods can be combined to achieve consensus, compromise and improvement, however, cannot be ignored. Many police officers value orientations in two decades have changed: at the expense of moral values pragmatism, and personal satisfaction goal reinforced. The state should recognize the changed value preferences and reorganize the structure of the police administration, personnel management policies and develop the value-driven incentive system. The study results conclude that due to imperfection of some rules of law regulating the police work, common management and administration mistakes, lack of funds, the police structure and the personal employees’ values lack of compatibility. This can complicate the implementation of the institution objectives. |
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This article tries to answer the questions, if the elements dealt by world authors
are sufficient for creation the knowledge and have an importance for knowledge
management. For this purpose was realized the research about motivation in 2012,
where were connected several topics about personnel management. Knowledge is
a key asset for better performance in Japan and in innovative society and
therefore it is important to have specific elements which help to create
a new knowledge for every company. To have knowledge is the sustained competitive
advantage and it is important to remember that knowledge is bearing in
the mind of employees. Nowadays, there are occurring the problems about
knowledge management because of bad implementation in the company (paradox
of knowledge management). This paradox is possible to eliminate through the
human resource in connection with new elements for creation the knowledge.
The research of the motivation in 2012 showed at first that the area of knowledge management and the creation of knowledge is still not enough partially wrought for different countries. The second, the element of knowledge management are very closely interrelated with the motivational tools. The third, to avoid the paradox of knowledge management is through the relation of Human Resource Management and Knowledge Management. |
| Organizational commitment of temporary workers is an important issue in human resource management context. A review of research articles reveals that, due to the three-way labour relationships, temporary workers do not feel fully committed to the organizations they work at. The research focuses on temporary employees of the temporary employment agency. The aim of the paper is to carry out a detailed analysis of organizational commitment of temporary staff members, to identify the predominant types of organizational commitment, which leads to identification of determinants of commitment, and also to determine the directions of its improvement. The survey found that none of the three types of commitment (affective, continuance and normative) was dominating. Nonetheless, it can be pointed out that the strongest commitment is the affective one, then follows that of continuance and the third one is the normative one. Temporary employees’ commitment to the organization is positively related to work environment, application of different skills for work, and autonomy. While shaping the organizational commitment of temporary employees, the determinants that are weakly expressed and the attention should be focused on are these: lack of career opportunities, lack of training, failure to provide financial well-being, feedback from the manager, and absence of a sense of security. |
| Taking as its starting point the significance of social networks for knowledge sharing in multinational enterprises, this paper has a particular focus on the role global leadership development programs may have on both social networks and knowledge sharing in multinational enterprises. The concept of social networks is developed using social capital theory. Our data is derived from Norfert, a Scandinavian multinational enterprise, which in 2007 introduced its first such program, “LEAD”. In order to examine the impact of LEAD we deploy a mixed-methods approach. Contrary to our theoretically driven assumption the longitudinal quantitative data suggest that participation in LEAD had a no positive effect on knowledge sharing. We therefore employed qualitative data in order to explain this finding which we did in terms of the particular cultural and organizational context in which LEAD was created. |
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The article discusses the importance of appropriate organizational culture
for effective knowledge management in the organization functioning in
knowledge based economy. Forming such a culture is complicated, long-lasting
process, and the success is not guaranteed. What is more, role of the
corporate culture for the effectiveness of the organization is very often
undervalued by both managers and subordinates. Usually they don’t even
possess sufficient knowledge on: what elements constitute and what factors
influence organizational culture, how to manage such a culture, what connections
are between organizational culture and knowledge management, what features
a corporate culture supporting the knowledge management should have,
what areas of the corporate culture are of special importance for the
effectiveness of the knowledge management, etc. This article is supposed to
respond to above specified questions and build awareness of the role of
the organizational culture for achieving a success in knowledge management.
In the first part of this article, the concept of organizational culture has been briefly characterized, discussing such issues as: definition and elements of organizational culture, components influencing organizational culture, the management of the culture and ways that corporate culture and knowledge are linked. Further part of this article focuses mainly on the basic, complementing one another, elements of organisational culture supporting knowledge management, such as: cooperation, trust and continuous learning. The final part of the article includes findings resulting from theoretical considerations. |
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The article analyses practical adaptation possibilities of well-known scientists
(Mayo, Homans, Schein, Katzenbach, Belbin and others.) theoretical provisions
in organizing teamwork. In scientific literature the team concept is
interpreted in different ways, so in the article a particular attention is
paid to the understanding of teamwork problems. The author of the article
agrees with the opinion of the scientists who defend the position that
teamwork environment forming media is groups’ of workers way through several
stages of team building. The author’s research shows that putting employees
into teams according to the widely applied practice, where preference is
given to formal requirements (education, work experience, knowledge of
foreign languages, etc.) does not always help the organization to achieve
the pursued objectives.
One of the most important reasons of it – not enough attention is given to the natural characteristics of an individual to perform certain types of tasks. The author of the article used the theoretical base of R. M. Belbin, when investigating the priority conduct profiles of people in various work situations and interviewed nearly 2 thousand respondents in Lithuania, which helped to identify the prevailing team roles. The results of the research confirmed usefulness of R. M. Belbin team roles theory in the practical work of organizations. The theoretical principles of teamwork discussed in the article and the application of the research results into practice help to develop a focused work teams. |
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Career as a part of human resource management and life of each employee is
irretrievable part in job skill formation of a man – employee. In the
paper a way of employee career management in the enterprise of the state
sector in the Slovak Republic is proposed. Career and succession planning enables
the enterprise to plan its own goals and activities better. As the job
security is nowadays very rare each employee involved in the process of
career management has this certainty. If an enterprise uses the process of
career management and promotes this fact publicly it becomes very attractive
for potential employees. New employees are looking for work in such enterprise
which brings a great amount of potential talents into the enterprise.
By means of proposed models, the enterprise has possibilities for career
planning and setting career goals for individual employees within the
context of the enterprise career goals. The work of employee in a large
enterprise (analysed object is a large enterprise) provides unique advantages
of professional growth and higher chance to find interesting challenges and
work opportunities within the same enterprise.
Proposed model of career growth is focused on keeping skilled and quality employees in the enterprise; a talented employee is a competitive advantage and can be beneficial for the enterprise. Process of career management is followed by the evaluation of the entire process to support the right choice. |
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Globalization has irreversible implications for international businesses.
The companies need to embrace diversity in order to meet customers’ demands. The
purpose of this paper is to critically discuss whether the diversity in
a workforce contributes to the improvement of the company’s performance and
whether Human Resource Management is a crucial aspect in managing a
company with a more diverse workforce. Hewlett-Packard, one of the world’s
largest information technologies companies operating globally, is an
example that will be examined in this case-study. Hewlett-Packard operates
in a highly competitive environment requiring a good strategy to maintain gained
position on the market. Hewlett-Packard, with more than 325,000 employees around
the world, acknowledged business case for a diverse workforce and is
rather proactive than reactive in terms of achieving diversity in a
workforce.
As Hewlett-Packard has grown and expanded throughout the world, its work force has become more diverse. They are accomplishing goals from various human resource management approaches through its recruitment and selection processes. Their strengths lie in the people development program, which can be tailored to an individual as well as suitable for groups. Both individual and group training are critically important in formulating one’s philosophy and immersing into company’s culture. Furthermore, their effort to gain feedback from employees is very strong. The data they pursue from the annual survey are valuable not only to know whether their employees are satisfied but also for the possible improvements for the company. |
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Until recently, planning has been for many managers the synonymous for
calculation and financial planning. Therefore planning is often just domain
of financial units. This limited understanding of the position and importance
of planning in companies prevents the use of the full power in modern systems
of planning. It is turning out that „normal“ planning is not sufficient and
it is necessary to reorganize the planning system to meet the demanding conditions, which
the competitive pressure nowadays brings in open markets. The aim of
this contribution is to analyse and suggest an advanced system of planning
that can capture and integrate all activities and departments of the organization
and so demolish the usage of isolated departments, in which are used different
procedures, different tools and logic operations, which generally are
not compatible with the rest of the organization.
Motivational planning means that the organization has made clear short-term and long-term goals and that what its employees need to achieve them. The fulfillment of this principle from organization required having a plan with clearly defined short-term and long-term goals, and this plan must understand each hierarchical level in the organization. The organization must develop its employees in accordance with these objectives, and employees must be aware of how they can contribute in achieving the goals of the organization. If the organization wants to be successful, it must try to connect all the factors and principles of effective and motivating planning and to reach their synergistic effect, which can be achieved in a systematic process of creation and integration of planning and motivation in the organization. |
| The aim of the paper is to present the practical application of competence model in the whole system of human resources management (HRM) on the example of global automotive concern Scania AB by using data collected at polish daughter company – Scania Production Slupsk SA. The definitions of competencies and competence model are compared and an argumentation for the holistic approach of human resource management with central position of competence model is done. As an illustration for it, the case study consisted with main five steps Scania human resource management system is presented. In conclusion – the integrative role of competence model elaborated in Scania human resource management system as a factor causing high efficiency of HR is accented, as well its positive impact on building new quality of Scandinavian organizational culture in polish socio-economic conditions. Scania global human resources management system is based on well defined, unitary competence model conditioned by productive profile of the company and patterned on very effective Japan organizational schema. It is a kind of ‘tailor made’ model, but fits to different cultures worldwide where Scania locates its business. Most characteristic is central position of competencies in HRM system what helps to integrate five main personnel processes. Central role of competence model in company allows fulfil main target of its human resource policy: to ensure, nurturing and keeping of dedicated, well-motivated and innovatively orientated staff. |