Human resources management in corporate groups

Human resources management in corporate groups

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The growth in the significance of human capital, treated as a critical success factor for enterprises and corporate groups, has been noticed in the theory and practice of management in recent years. We would like to begin with indicating that, for the purpose of this study, corporate groups are defined as groups of equity affiliates with common economic goals, composed of economic entities established as companies. Human resource management in enterprises is an area of interest for many researchers representing management sciences. The effect of this interest is the numerous academic studies published in Poland and abroad. Human resource management in corporate groups is, in turn, given relatively little attention in the theoretical and empirical dimension. The presence of corporate groups among economic organisations is becoming clearer and clearer in many countries, and their architectures form rich spaces for diverse and complex personnel, cultural and organisational problems. The multicultural context in which international corporate groups are managed is made even more complicated by human resource management, thus posing a major challenge for the decision-makers responsible for key management decisions in the HR area of this type of organisations they manage. The effectiveness of such decisions and the efficiency of the applied solutions and operating systems involves, on the part of HR managers, professionalism, experience, very good familiarity with HR methods, techniques and instruments, as well as high skills of using them in particular situations, determined by the conditions in which a given corporate group operates. This refers also to the multidimensional organisational environments that are present in the Polish--based subsidiaries of international corporate groups, which operated earlier as Polish enterprises and were incorporated into the organisational structures of such groups by way of acquisitions or mergers.


Liczba stron165
WydawcaWydawnictwo Uniwersytetu Ekonomicznego we Wrocławiu
ISBN-13978-83-7695-548-3
Język publikacjiangielski
Informacja o sprzedawcyRavelo Sp. z o.o.

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Spis treści

  Introduction    9
  Chapter 1 Placement of the personnel function within the organisational structure of corporate groups    17
  1.1. Introduction    17
  1.2. Theoretical aspects of personnel function placement within a corporate group    20
  1.3. The decision-making and executive entitlements as applied to the realisation of the personnel function in the context of empirical studies    24
  1.4. Placement of the personnel function in the corporate groups under study – analyses of selected cases    26
  1.5. Conclusions    32
  References    32
  Chapter 2 Strategic human resource management – the creation, implementation and realisation of the personnel strategy in the corporate groups under study    34
  2.1. Introduction    34
  2.2. Strategic human resource management in the light of empirical research    38
  2.3. Building, implementing, popularising and assessing the personnel strategy in the analysed corporate groups    40
  2.4. Problems accompanying the development, implementation and popularisation of personnel strategies in the corporate groups subject to the research    45
  References    52
  Chapter 3 Human resource management in corporate groups – the operating dimension    54
  3.1. Employee selection in corporate groups    54
    3.1.1. The specificity of employee selection in corporate groups    54
    3.1.2. Employee recruitment and selection in corporate groups – results of quantitative studies    56
    3.1.3. Employee selection in corporate groups – case studies    58
    3.1.4. Conclusions    67
  3.2. Performance evaluation in corporate groups    68
    3.2.1. Performance evaluation systems – an introduction    68
    3.2.2. Performance evaluation in corporate groups – results of quantitative studies    70
    3.2.3. Periodic evaluation systems – case studies    71
    3.2.4. Conclusions    73
  3.3. Personnel development in corporate groups    74
    3.3.1. Personnel development – an introduction    74
    3.3.2. Personnel development – results of quantitative studies    77
    3.3.3. Personnel development in corporate groups – case studies    79
    3.3.4. Conclusions    87
  3.4. Motivation and remuneration of employees in corporate groups    89
    3.4.1. Employee motivation – an introduction    89
    3.4.2. Employee motivation in corporate groups – results of quantitative studies    92
    3.4.3. Employee motivation and wage systems in corporate groups – case studies    93
    3.4.4. Conclusions    96
  References    96
  Chapter 4 Shaping of the organisational culture in the corporate groups under study    99
  4.1. Introduction    99
  4.2. Organisational culture in corporate groups in the light of empirical studies    103
  4.3. Cultural values as the basis for shaping the desired attitudes and behaviour of employees    104
  4.4. Identification of social attitudes – employee mood barometer systems    107
  4.5. Transformation of organisational culture    109
  4.6. Conclusions    109
  References    110
  Chapter 5 Flexibility of employment in corporate groups    113
  5.1. Introduction    113
  5.2. The use of non-standard forms of employment in corporate groups – results of quantitative studies    115
  5.3. Premise for and the consequences of the use of non-standard forms of employment in corporate groups – results of qualitative studies    120
  References    124
  Chapter 6 Forms of work organisation in corporate groups    126
  6.1. Introduction    126
  6.2. Individual work vs. teamwork in the light of literature studies    127
  6.3. Forms of work organisation in corporate groups – results of empirical studies    129
  6.4. Conclusions    137
  References    137
  Chapter 7 Internal communication in corporate groups    139
  7.1. Introduction    139
  7.2. Internal communication in corporate group management    140
  7.3. Internal communication systems in corporate groups – results of empirical studies    142
  7.4. The personnel function as a communication and social integration tool in a corporate group in the light of empirical research    148
  References    154
  Conclusion    157
  List of Figures    162
  List of Tables    163
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