Human Capital Management in the Wandering Context of Events – Challenges for the Managerial Staff

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Wydawnictwo Uniwersytetu Ekonomicznego we Wrocławiu

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This monograph is the result of cooperation between twenty researchers from eleven Polish universities and is based on the assumption that both employees and HRM in organizations are increasingly subject to unprecedented contextualization. The context is perceived as a phenomenon of a dynamic nature in which different stakeholders have to operate. The dynamics of this context is so specific and so enormous that this context becomes a wandering context of events in which it is more and more difficult to make rational decisions. The main goal of the monograph is to present empirical research findings and conceptual developments in selected HRM problems in various contexts. As for these contexts, the journey undertaken in this monograph begins with organizational contexts, then virtual and digital, followed by that of the pandemic, and finally ends in a context strongly focused on people. As the monograph is of a scientific and research nature, it is dedicated to other researchers dealing with HRM issues as well as management students who would like to deepen their knowledge in this field and learn about the latest research. At the same time, the authors also hope that it may be interesting for management practitioners who are looking for inspiration to create effective solutions in their work with human capital.

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Tytuł: Human Capital Management in the Wandering Context of Events – Challenges for the Managerial Staff
Wydawnictwo: Wydawnictwo Uniwersytetu Ekonomicznego we Wrocławiu
ISBN: 978-83-7695-988-7
Rok wydania: 2022
Wydanie: 1
Liczba stron: 162
Format: pdf
Spis treści: Preface 8 Part I. The contextual effects of the organization’s type on HCM 11 1. Employee development and competency management in MNCs – a comparison between Eastern and Western Europe (Marzena Stor) 12 1.1. Introduction 12 1.2. Theoretical foundations for the variables describing ED & CM in M NCs 13 1.3. The empirical research methodics 15 1.4. The empirical research findings 17 1.5. Final conclusions and research summary 22 2. Training as a process in civil and military organizations – the concept of standardization for the needs of the Armed Forces of the Republic of Poland (Krystian Wojtasik) 25 2.1. Introduction 25 2.2. Theoretical foundations for an interdisciplinary and processual approach to training 26 2.3. The research methodics used to develop a theoretical concept 28 2.4. The comparative research findings 29 2.5. Final conclusions and research summary 31 3. Competency model of the research and administrative support staff in Polish universities – the empirical research results (Barbara Kożusznik, Olaf Flak, Adrian Pyszka, Katarzyna Więcek-Jakubek, Grzegorz Filipowicz) 33 3.1. Introduction 33 3.2. Theoretical foundations for the competency model in the academic environment 34 3.3. The empirical research methodics 37 3.4. The empirical research findings 40 3.5. Final conclusions and research summary 44 Part II. HCM in the context of work virtualization and digitalization 45 4. Virtualization of social relations in the organization from the employees’ perspective (Joanna Cewińska, Małgorzata Striker) 46 4.1. Introduction 46 4.2. Theoretical foundations for the employees’ social needs in virtualizing working relations 47 4.3. The empirical research methodics 50 4.4. The empirical research findings 51 4.5. Final conclusions and research summary 54 5. Digital transformation of employee learning and development in the organization (Katarzyna Mikołajczyk) 56 5.1. Introduction 56 5.2. The overview of a new context for employee learning and development 57 5.3. Transformation of learning and development in the organization 59 5.4. Selected digital technologies used in employee development 62 5.5. Final conclusions and overview summary 65 6. Benefits and threats of knowledge management supported with artificial intelligence algorithms from the end user’s perspective (Katarzyna Czainska) 68 6.1. Introduction 68 6.2. Theoretical foundations for the concept of Generation Z and AI solutions in knowledge management 69 6.3. The empirical research methodics 71 6.4. The empirical research findings 72 6.5. Final conclusions and research summary 74 Part III. HCM in the context of the COVID-19 pandemic 76 7. Job satisfaction among teachers during the COVID-19 pandemic (Dorota Grego-Planer) 77 7.1. Introduction 77 7.2. Theoretical foundations for the concept of job satisfaction 78 7.3. Empirical research methodics 81 7.4. Empirical research findings 82 7.5. Final conclusions and research summary 84 8. Managing staff development during the COVID-19 pandemic (Agnieszka Jarosik-Michalak, Monika Miętkiewicz, Joanna Olkowicz) 86 8.1. Introduction 86 8.2. Theoretical foundations for the contextual influence of the COVID-19 pandemic on employee development and requirements regarding competencies 87 8.3. The empirical research methodics 90 8.4. The empirical research findings 92 8.5. Final conclusions and research summary 95 9. The importance of role and tasks of HR Business Partners during the COVID-19 pandemic (Joanna Tabor-Błażewicz) 98 9.1. Introduction 98 9.2. Theoretical foundations for the HR Business Partner concept 99 9.3. The empirical research methodics 101 9.4. Empirical research findings 102 9.5. Final conclusions and research summary 105 Part IV. The human side of business as a modern contextual factor for HCM 107 10. Job security – from the perspective of employee interests (Anna Cierniak-Emerych) 108 10.1. Introduction 108 10.2. Theoretical foundations for job security and its importance for employee interests 109 10.3. The empirical research methodics 112 10.4. The empirical research findings 113 10.5. Final conclusions and research summary 115 11. The social activity of organizations as a determinant of employee satisfaction and commitment (Dominika Nieć, Grzegorz Łukasiewicz) 117 11.1. Introduction 117 11.2. Theoretical foundations for the concept of the social activity of an organization 118 11.3. Theoretical concept of the relation between employee commitment and the social activity of the organization 123 11.4. Theoretical concept of the relation between employee job satisfaction and the social activity of an organization 124 11.5. The final concept of relations between employee satisfaction and commitment and the social activity of an organization 126 12. Benefits and limitations in the use of green human resources management practices in an automotive industry company – a case study (Inez Pomorska-Jarząb) 128 12.1. Introduction 128 12.2. Theoretical foundations for the concept of Green HRM 129 12.3. The empirical research methodics 133 12.4. The empirical research findings 134 12.5. Final conclusions and research summary 138 Summary 140 References 142 List of figures 160 List of tables 160