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Human Resource Management in Transition. The Polish Case
This book is an attempt to reflect on HRM (Human Resource Management) in Poland between 1989 and 2009.
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Opis publikacji
- This book is an attempt to reflect on HRM (Human Resource Management) in Poland between 1989 and 2009. It is based on the theoretical studies and empirical analyses undertaken by the Chair of Human Capital Management at the Cracow University of Economics, as well as on the results of other empirical research available on the market.
- The intention of the authors, who are all researchers at the Chair, was above all to capture the principal changes that have taken place in the field of HRM in Poland. Due to the unprecedented scope and the fast pace of the changes, analyses of the same issue have often led to disparate results, depending on the time when they were performed, the sector they were related to, or the sample selected. In that context, it was both interesting and difficult to examine the manner in which the theoretical concepts prevailing in the world at the time managed to find their place in Polish reality, at a time of economic and soc...
- This book is an attempt to reflect on HRM (Human Resource Management) in Poland between 1989 and 2009. It is based on the theoretical studies and empirical analyses undertaken by the Chair of Human Capital Management at the Cracow University of Economics, as well as on the results of other empirical research available on the market.
- The intention of the authors, who are all researchers at the Chair, was above all to capture the principal changes that have taken place in the field of HRM in Poland. Due to the unprecedented scope and the fast pace of the changes, analyses of the same issue have often led to disparate results, depending on the time when they were performed, the sector they were related to, or the sample selected. In that context, it was both interesting and difficult to examine the manner in which the theoretical concepts prevailing in the world at the time managed to find their place in Polish reality, at a time of economic and social transformation. This volume is a welcome addition to the growing literature on the transition process and its consequences in Central & Eastern Europe. Written by local subject experts with detailed knowledge of Human Resource Management in context, it provides the reader with a meticulous, up-to-date account of people management practices and perspectives in Poland, along with unravelling the unique shaping influences impacting human resource management at operational and strategic levels.
Professor Michael J Morley, Kemmy Business School,
University of Limerick, Ireland
University of Limerick, Ireland
Rok publikacji: 2010
Wydanie: 1
Liczba stron: 228
Wersja publikacji: Książka papier
ISBN: 978-83-264-1178-6
Kod towaru: OFE-0591 W01P01
Spis treści
Rozwiń Zwiń
str. 9
Aleksy Pocztowski
Chapter I. Transformation of the HR Function
str. 13
Development of the HR function
str. 13
The context of HR function changes
str. 14
Positions and roles of the HR department
str. 18
Computerisation and virtualisation of the HR function
str. 23
HR function fragmentation
str.
...
Introduction
str. 9
Aleksy Pocztowski
Chapter I. Transformation of the HR Function
str. 13
Development of the HR function
str. 13
The context of HR function changes
str. 14
Positions and roles of the HR department
str. 18
Computerisation and virtualisation of the HR function
str. 23
HR function fragmentation
str. 25
Final comments
str. 28
Joanna Purgał-Popiela
Chapter II. Cultural Context of the HR Function
str. 31
The multidimensional relationship between organizational culture and HR function
str. 31
Changes in the sociocultural environment
str. 32
Stability and diversity in the organizational culture of Polish enterprises
str. 41
Final comments
str. 50
Aleksy Pocztowski
Chapter III. Strategic Human Resource Management
str. 53
The development of strategic HRM
str. 56
Strategy types
str. 59
Strategy formulation
str. 61
The fit between HRM and the company's strategy
str. 64
Final comments
str. 68
Tomasz Sapeta
Chapter IV. Recruitment & Selection
str. 69
Work analysis and employment planning
str. 70
Recruitment sources and techniques
str. 74
Organization and tools of selection process
str. 77
Induction of new employees
str. 82
Beata Buchelt
Chapter V. Employee Appraisal
str. 85
Appraisal objectives
str. 91
Actors of employees' appraisal system
str. 95
Appraisal criteria, tools and methods
str. 98
Challenges of appraisal systems in Poland
str. 100
Aleksy Pocztowski
Chapter VI. Remuneration
str. 103
Remuneration determinants
str. 103
Remuneration strategies
str. 106
Total reward structure
str. 109
Impact of the economic slowdown on remuneration
str. 113
Pay diversification in Poland
str. 116
Alicja Miś
Chapter VII. Career Management
str. 119
Introduction
str. 119
Career in the organization - approach evolution
str. 120
Career systems in organizations
str. 124
Final comments
str. 130
Alicja Miś
Chapter VIII. Talent Management
str. 133
Introduction
str. 133
Talent essence, characteristics and structure
str. 134
Talent management process
str. 140
Talent identifi cation and acquisition
str. 141
Talent development and retention
str. 145
Talent separation - diagnosing the reasons and applying preventive activities
str. 150
Final comments
str. 151
Tomasz Sapeta
Chapter IX. Managing Redundancy
str. 153
Redundancy as a challenge in HRM
str. 153
Actions undertaken to reduce dismissal scale
str. 156
Voluntary resignation
str. 158
Lay-offs for organizational reasons
str. 159
Redundancy costs
str. 162
Outplacement as a tool to mitigate redundancy effects
str. 164
Beata Buchelt
Chapter X. Human Resource Management in Mergers & Acquisitions
str. 169
Introduction
str. 169
Reasons for mergers and acquisitions
str. 171
M&A strategies and process
str. 173
The M&A process and HRM
str. 174
Preparation
str. 175
Combination phase
str. 177
Integration
str. 186
Challenges for HRM during organizational marriages
str. 187
Beata Buchelt
Chapter XI. Trends in the Labour Market
str. 191
The changing supply and demand relations in the Polish labour market
str. 191
Unemployment
str. 203
Labour market institutionalization
str. 206
Final comments
str. 209
Literature
str. 211
List of tables
str. 225
List of figures
str. 227
str. 9
Aleksy Pocztowski
Chapter I. Transformation of the HR Function
str. 13
Development of the HR function
str. 13
The context of HR function changes
str. 14
Positions and roles of the HR department
str. 18
Computerisation and virtualisation of the HR function
str. 23
HR function fragmentation
str. 25
Final comments
str. 28
Joanna Purgał-Popiela
Chapter II. Cultural Context of the HR Function
str. 31
The multidimensional relationship between organizational culture and HR function
str. 31
Changes in the sociocultural environment
str. 32
Stability and diversity in the organizational culture of Polish enterprises
str. 41
Final comments
str. 50
Aleksy Pocztowski
Chapter III. Strategic Human Resource Management
str. 53
The development of strategic HRM
str. 56
Strategy types
str. 59
Strategy formulation
str. 61
The fit between HRM and the company's strategy
str. 64
Final comments
str. 68
Tomasz Sapeta
Chapter IV. Recruitment & Selection
str. 69
Work analysis and employment planning
str. 70
Recruitment sources and techniques
str. 74
Organization and tools of selection process
str. 77
Induction of new employees
str. 82
Beata Buchelt
Chapter V. Employee Appraisal
str. 85
Appraisal objectives
str. 91
Actors of employees' appraisal system
str. 95
Appraisal criteria, tools and methods
str. 98
Challenges of appraisal systems in Poland
str. 100
Aleksy Pocztowski
Chapter VI. Remuneration
str. 103
Remuneration determinants
str. 103
Remuneration strategies
str. 106
Total reward structure
str. 109
Impact of the economic slowdown on remuneration
str. 113
Pay diversification in Poland
str. 116
Alicja Miś
Chapter VII. Career Management
str. 119
Introduction
str. 119
Career in the organization - approach evolution
str. 120
Career systems in organizations
str. 124
Final comments
str. 130
Alicja Miś
Chapter VIII. Talent Management
str. 133
Introduction
str. 133
Talent essence, characteristics and structure
str. 134
Talent management process
str. 140
Talent identifi cation and acquisition
str. 141
Talent development and retention
str. 145
Talent separation - diagnosing the reasons and applying preventive activities
str. 150
Final comments
str. 151
Tomasz Sapeta
Chapter IX. Managing Redundancy
str. 153
Redundancy as a challenge in HRM
str. 153
Actions undertaken to reduce dismissal scale
str. 156
Voluntary resignation
str. 158
Lay-offs for organizational reasons
str. 159
Redundancy costs
str. 162
Outplacement as a tool to mitigate redundancy effects
str. 164
Beata Buchelt
Chapter X. Human Resource Management in Mergers & Acquisitions
str. 169
Introduction
str. 169
Reasons for mergers and acquisitions
str. 171
M&A strategies and process
str. 173
The M&A process and HRM
str. 174
Preparation
str. 175
Combination phase
str. 177
Integration
str. 186
Challenges for HRM during organizational marriages
str. 187
Beata Buchelt
Chapter XI. Trends in the Labour Market
str. 191
The changing supply and demand relations in the Polish labour market
str. 191
Unemployment
str. 203
Labour market institutionalization
str. 206
Final comments
str. 209
Literature
str. 211
List of tables
str. 225
List of figures
str. 227
