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1
Artykuł dostępny w postaci pełnego tekstu - kliknij by otworzyć plik
Content available

The quality of work life and socially responsible actions directed at employees on the example of a service company

100%
Jakubczak A., Gotowska M.
Acta Scientiarum Polonorum. Oeconomia
|
2015
|
tom 14
|
nr 1
The aim of the study was to describe the implementation of socially responsible business actions addressed to employees in five areas. The two hypothesis has been assumed: 1. The analyzed company acts in social responsibly way towards the employees shaping their quality of work life; 2. Social responsible actions aimed to employees are infl uencing their quality of life and are important factor of financial success of the company. The original internal data from enterprise and data from other research were analyzed. The main method of research was case study. Data have been obtained through in-depth interviews. Elements of human resource management (HRM) in the enterprise have been characterized. The research found the level of implementation of the concept of corporate social responsibility (CSR) towards internal stakeholders and its importance in shaping the quality of work life.
2

Some influences of globalisation and the crisis on the contemporary human resources management

100%
Lukasik K., Grzegorzewska E.
Annals of Warsaw University of Life Sciences - SGGW. Forestry and Wood Technology
|
2012
|
tom 78
3

Human resources management in case of labour resources deficit on the local and global markets

84%
Tabert M., Lis W.
Intercathedra
|
2008
|
tom 24
4

Employees training and raising enterprises' competitiveness, or challenges of the knowledge-based economy

84%
Bojewska B.
Handel Wewnętrzny
|
2014
|
tom 60
|
nr 4
An aim of this article is to introduce into the subject matters of enterprise’s competitiveness, with a particular consideration of the importance of employees training under the knowledge-based economy’s conditions. The author undertook an attempt to determine the relationships between the aims and effects of employees training from the point of view of success of an economic entity in the market where innovativeness is of a greater and greater importance. She indicated the determinants of competitiveness, the importance of human resource management in raising enterprises’ competitiveness in the context of aims of employee training. An important determinant of employee training is selection of sources of financing. An analysis of the subject literature in the field of enterprise management and human resource management as well as the findings of secondary research surveys concerning the subject matters in question indicate the existence of the relationship between employee training and raising those enterprises’ competitiveness. Organisation operating in the knowledge-based economy, basing in their activities on competences and competing in the open market, should take care of raising the quality of work of all employees. The changing conditions of carrying out an economic activity require not only an adjustment of technologies of organisational processes to new needs but, first of all, the ongoing process of extending knowledge and skills of human resources of a given organisation. This is possible owing to taking into account the employee training and the selection of sources of financing thereof in the process of human resource management. An effect of the carried put training, the most important from the point of view of most organisations, is growth of their profits and strengthening their market position, possible owing to improvement of the quality of products and services offered to customers.
5

Przeglad zarzadzania a wartosc dodana

67%
Kleniewski A.
Problemy Jakości
|
2010
|
tom 42
|
nr 12
12-15
6

Zarzadzanie personelem fundamentem doskonalosci dzialania

67%
Rogala P.
Problemy Jakości
|
2005
|
tom 37
|
nr 05
45-47
7

New trends of a company management in the future

67%
Dzupina M.
Acta Agraria et Silvestria. Series Agraria
|
2005
|
tom 44
|
nr 2
51-55
Present economic environment, which is rapidly changing, confronts companies, organisations and institutions with a problem how to protect a long — term competitiveness. A crucial factor is the quality of products and services. It means to bring new methods of management into practice, which is beneficial but these changes must not be autotelic. The main goal is to increase an efficiency, operationality and quality. In terms of modern instruments and methods of management we often meet with ideas like strategic management, TQM (total quality management), knowledge management, human resources management, learnig organisation, business intelligence, balance scorecard.
8
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Erhohung beruflicher Kompetenzen als Element des labenslangen Lernens und ihr Einfluss auf die Pragung des Verhaltens sowie Zufriedenheit von Mitarbeitern der Holztechnologie

67%
Blaszczak I., Beer P.
Annals of Warsaw University of Life Sciences - SGGW. Forestry and Wood Technology
|
2014
|
tom 86
9

Rozumienie tolerancji jako narzędzie kierowania zachowaniami organizacyjnymi

67%
Dendura K.
ABC Jakości
|
2011
|
nr 3-4
10

Methodology of motivators analysis in enterprises within process restructuralization

67%
Hitka M., Sujova A.
Intercathedra
|
2011
|
tom 27
|
nr 2
Employees' motivation is a topic number one in the most companies today. There are never enough employees who achieve excellent job performance so we have to motivate all of them properly. Motivation plays one of the most important roles in a system of company human resources management. Team work and suitable motivation is the key element of success. The most important task of human resources management is to ensure so-called positive employees behaviour or moral. We are talking about behaviour of employees the result of which leads towards plant strategy execution and effective achievement of its goals and aims. To reach such effective employees behaviour is based on their systematic or methodical motivation and motivational processes resulting from it. Different motivational factors influence motivation of employees. The area of employees’ motivation is often downgraded in many companies and is perceived only as something that is generally true but not necessary in practice. Also its internal nature and meatiness on one side and its effective generality on the other side is not respected. But employee motivation is one of the most important tasks how to manage employee behaviour or moral. In this paper we suggest methodology how to analyze employee motivation. Through the use of the defined questionnaire and analysis of level of motivation in a particular enterprises and based on cluster analysis we are able to differ groups of employees which are similarly motivated according to their motivation. Then in the future it is possible to work out differentiated motivational or incentives programmes for analysed groups.
11

Kryteria modelu doskonałości EFQM w praktyce EFQM na Uniwersytecie Ekonomicznym

67%
Bobik D.
ABC Jakości
|
2013
|
nr 3-4
12

Kultura miejsca pracy w procesie humanizacji

67%
Przybyszewski R.
Problemy Jakości
|
2005
|
tom 37
|
nr 05
31-34
13

Problemy z wdrażaniem Systemu Zarządzania Jakością

59%
Fajczak-Kowalska A., Milosz P.
Problemy Jakości
|
2011
|
tom 43
|
nr 03
14

Negocjacje w procesie uczenia sie organizacji

59%
Biesaga-Slomczewska E. J.
Marketing i Rynek
|
2010
|
tom 17
|
nr 03
17-22
15

Kompendium wdrożeniowe. Zarządzanie zasobami

59%
Kleniewski A.
Problemy Jakości
|
2012
|
tom 44
|
nr 07-08
16

Zarządzanie bez nagród ale z groźbą kary

59%
Szomanski B.
Problemy Jakości
|
2012
|
tom 44
|
nr 02
17

Francuskie hipermarkety w Polsce

59%
Hurt M., Hurt S.
Marketing i Rynek
|
2005
|
tom 12
|
nr 12
38-40
18

Koncept Modelu Doskonalenia Zarzadzania PNJ oraz jego struktury wspomagajace

59%
Recha M.
ABC Jakości
|
2007
|
nr 3-4
4-17
19

Wdrozenie systemu zarzadzania jakoscia jako integralny element doskonalenia organizacyjnego i budowania przyjaznej administracji. Autorefleksje na przykladzie Urzedu Marszalkowskiego Wojewodztwa Malopolskiego w Krakowie

51%
Wdowicz R.
ABC Jakości
|
2005
|
nr 1
46-50
20

Zarządzanie jakością w polskim systemie penitencjarnym

51%
Milik S.
Problemy Jakości
|
2003
|
tom 35
|
nr 08
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