Edukacja ekonomistów i menedŝerów. Problemy. Innowacje. Projekty nr 8

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1 Edukacja ekonomistów i menedŝerów. Problemy. Innowacje. Projekty nr 8 Spis treści TEORIE. KONCEPCJE. REFLEKSJE. DIAGNOZY Elastyczne zarządzanie kapitałem ludzkim jako paradygmat nowoczesnej gospodarki Marta Juchnowicz Elastyczne formy zatrudnienia a wartość i unikalność kapitału ludzkiego Marcin Molenda, Joanna Koprowicz Ocena elastyczności kapitału ludzkiego Tomasz Rostkowski Wartość kapitału ludzkiego a ryzyko Anna Lipka Dysfunkcje w zarządzaniu kapitałem ludzkim jako konsekwencja braku rozwoju kompetencji Lidia Jabłonowska Elastyczna taktyka negocjacji warunków pracy i płacy z pracownikiem szeregowym Grzegorz Myśliwiec RAPORTY Z BADAŃ Elastyczność wynagrodzeń w świetle wyników badań Marta Juchnowicz Postawy społeczne wobec idei elastycznego zatrudnienia. Międzykulturowe badania interdyscyplinarne Beata Mazurek-Kucharska Elastyczność indywidualna pracownika w organizacjach wiedzy analizy empiryczne Agnieszka Wojtczuk-Turek Strategiczne podejście do rozwoju kompetencji w przedsiębiorstwach działających w Polsce na tle badań Dariusz Danilewicz Aktywność szkoleniowa mikroprzedsiębiorstw na przykładzie województwa mazowieckiego Łukasz Sienkiewicz

2 EDUKACJA PODYPLOMOWA MENEDśERÓW Studia Podyplomowe Przywództwa w Organizacji Studia Podyplomowe Rozwoju Kompetencji Interpersonalnych w Biznesie Studia Podyplomowe Akademia Kompetencji Dydaktycznych Podyplomowe Studium Doradztwa Zawodowego i Zarządzania Kompetencjami Podyplomowe Studium Zarządzania Zasobami Ludzkimi z uwzględnieniem standardów europejskich Education of Economists and Managers. Problems. Innovations. Project No. 7 Contents THEORIES. CONCEPTS. REFLECTIONS. DIAGNOSES Flexible Human Resources Management as Paradigm of Modern Economy Marta Juchnowicz Employment Flexibility in Relation to the Value and Unique Character of Human Capital Marcin Molenda, Joanna Koprowicz Evaluation of Flexibility in Human Resources Management Tomasz Rostkowski Value of Human Capital vs Risk Anna Lipka Dysfunction in Human Resources Management Resulting from Lack of Competence Development Lidia Jabłonowska Elastyczna taktyka negocjacji warunków pracy i płacy z pracownikiem szeregowym Grzegorz Myśliwiec

3 RESEARCH REPORTS Flexibility of Remuneration Systems Based on Research Findings Marta Juchnowicz Attitudes to Alternative Employment Arrangement. Intercultural Research Beata Mazurek- Kucharska Employee s Individual Flexibility in Knowledge-Based Organizations Empirical Analysis Agnieszka Wojtczuk-Turek Strategic Approach to Competence Development in Companies Operating in Poland Dariusz Danilewicz Trainings in micro-companies. Case study of Mazovia Łukasz Sienkiewicz POST-GRADUATE EDUCATION OF MANAGERS Postgraduate Studies Corporate Leadership Postgraduate Studies Development of Interpersonal Skills in Business Postgraduate Studies Academy of Teaching Competence Postgraduate Studies Vocational Counseling and Competences Management Postgraduate Studies Human Resources Management with European Standards Perspectives Lidia Jabłonowska Dysfunkcje w zarządzaniu kapitałem ludzkim jako konsekwencja braku rozwoju kompetencji Dysfunction in Human Resources Management Resulting from Lack of Competence Development This article concerns the symptoms and consequences of chosen pathological phenomena at the workplace. The analysis was focused on the following phenomena: ways of generating rat race culture and its consequences; mobbing as a consequence of the lack of communication skills and problem solving abilities; triad of pathological involvement in work (workaholism-professional burnout-karoshi) as well as drifting between employers and nepotism in relation with stable career development disorders. The analysis of the aforementioned phenomena allowed selecting a set of so-called nonspecific competences that are responsible for ability of flexible maintenance of human capital. Special attention should be paid to the following scope thereof: degree of self-knowledge

4 (knowledge of your own advantages, limitations, behaviours), adequate self-assessment, ability of open communication (without any barriers), cooperation and creating interpersonal relations so-called attention to others, ability to solve problems. In this context, the following areas of dysfunctions in the flexible MHC (maintenance of human capital) have been presented: inner communication system; information flow; experience in solving the employees problems; maintaining good atmosphere at work; subjects of the conducted trainings; freedom of transfer of the employees to various tasks on different levels of responsibility; forms and organization of holidays. Grzegorz Myśliwiec Elastyczna taktyka negocjacji warunków pracy i płacy z pracownikiem szeregowym Flexible Tactics of Negotiating Working Conditions and Wages with Ordinary Employee Negotiations of work-conditions and wages of ordinary employees are close to negotiating ideal, they are open, flexible, tough but partner like. Corporate elite, leading experts, experienced managers know their price and know how to negotiate it. Companies managerial personnel proves to be outstanding in this kind of negotiations, however, behave totally differently in negotiations with lower range employees. In the latter case they behave in a schematic way, copying one standard which generates errors resulting from lack of flexibility. Negotiations satisfying both sides are the negotiations in which we dispose of force impulses, aiming to essential discussion. Introduction phase can not be used to gain information from employees without a proper exchange in this aspect. Negotiations should undergo in one to one way, because talks of one person with a panel look more like an exam or interrogation. Pace and duration of the negotiations should not be forced as an employee is rarely an expert in negotiations domain. Dariusz Danilewicz Strategiczne podejście do rozwoju kompetencji w przedsiębiorstwach działających w Polsce na tle badań Strategic Approach to Competence Development in Companies Operating in Poland The answer to the submitted issue: "do the companies existing on the Polish market take into consideration the efficiency of the human capital development programs" was the main aim of the research Human Capital Development in Companies Operating on the Polish Market undertaken by the author in The article shows the elements of the report connected with the strategic aspects of human capital development policy as the policy of human capital development in the business strategy, public funds in human capital development programs, factors influencing organizing the human capital programs.

5 Łukasz Sienkiewicz Aktywność szkoleniowa mikroprzedsiębiorstw na przykładzie województwa mazowieckiego Trainings in micro-companies. Case study of Mazovia. The article presents the main results of research on training activity in micro-companies functioning on the regional market of the Mazovian province. The article discusses the main characteristics of training processes, e.g. motivation to take up training activity, the sources of its financing, the selection of topics of the trainings, and the influence of trainings on the effectiveness of employees. The research covered 501 companies in various industries, which employ up to 10 persons. The research showed that micro-companies in the Mazovian province do not realise tasks connected with the improvement of qualifications of their employees to a sufficient extent. That is the result of the conditionings on the part of training demand and supply. Anna Lipka Wartość kapitału ludzkiego a ryzyko Value of Human Capital vs Risk The article focuses on various types of personal risk occurring at the successive stages of the human capital value management (creating, retaining, realising), and demonstrates that none of the stages is risk-free. The occurring risk (functional and/or non-specific) may influence the value of human resources, reducing it or increasing. Consequently, it is necessary to analyse and estimate its impact with reference to various worth-creating personal activities, which determine one and/or more components of the human capital (for instance, health or knowledge). However, risk is hardly ever taken into account in the methods of the human capital value measurement (with a few exceptions, such as the method of discounted cash flow and real options analysis), although, as it seems, these are no other but risk-considering methods to which the future of the human resource valuation belongs. Marta Juchnowicz Elastyczność systemów wynagrodzeń w świetle badań Flexibility of Remuneration Systems Based on Research Findings In the opinion of HR specialists and managers compensation systems in firms are very susceptible to changes in the labour market situation. They are also flexible towards financial and business results of firms. The quantitative flexibility of the systems is also proven by the criteria of the growth of individual remuneration. The assessment of qualitative flexibility of compensation systems is ambiguous. It indicates potentially high, but not fully exploited, possibilities of the flexibility. Financial participation and cafeteria remuneration are not adequately applied.

6 The level of the flexibility of compensation systems is critically evaluated by the employees. Most of the inquired persons fail to see the direct connection between remunerations and the condition of firm, and individual results of work. Marta Juchnowicz Elastyczne zarządzanie kapitałem ludzkim jako paradygmat nowoczesnej gospodarki Flexible Human Resources Management as Paradigm of Modern Economy Modern enterprises function in special conditions, which cause dynamic changes in the environment and internal situation of the enterprises. The situation demands special competence flexibility both from the organisation and individual employee. Flexibility means readiness, capacity and ability to change, and the necessity to initiate such changes on all the levels. The results of research indicate high flexibility of Polish employees, and simultaneously, inadequate level of the flexibility of HRM system in Polish enterprises. Beata Mazurek-Kucharska Postawy społeczne wobec idei elastycznego zatrudnienia. Międzykulturowe badania interdyscyplinarne Attitudes to Alternative Employment Arrangement. Intercultural Research The paper presents the results of intercultural research concerning the attitudes to alternative employment arrangement and characteristics of the contemporary people by culturally distinct environments of Polish and German workers. The theoretical context for the research conducted was the perception of social life (e.g. work and job style) as a result of subjective perception (attitudes and stereotypes), constituting cultural products. The attitude to alternative employment arrangement is perceived as a cognitive and emotional representation of categories, generalized cognitive schemata, seeped in value judgements and a hidden conviction about the unconditional similarity between all representatives of a given group (here: Polish and German workers). The research employed a self-developed questionnaire method, translated inti Polish and Deutsch version. The analysis of the results revealed distinct attitudes to alternative employment arrangement among the Poles and the Germans tested. These distinctions concern a great divergence in the perception of job style by these workers.. Tomasz Rostkowski Ocena elastyczności kapitału ludzkiego Evaluation of Flexibility in Human Resources Management This article highlights the key role of human resources to provide the proper level of organizational flexibility. The HRM flexibility is defined as a reply to a need to adapt organization to changes in the market situation and reduce the organization risk connected with employees.

7 The article emphasized the need to point out 3 aspects of flexibility: period necessary to achieve the right number of employees, total cost of the adaptation and employees competencies and attitudes. The author describes four levels of HR flexibility: Level 1 organizational awareness Level 2 recognition of possibilities and hazards Level 3 creation of scenarios Level 4 organizational security and optimum flexibility conditions Agnieszka Wojtczuk-Turek Elastyczność indywidualna pracownika w organizacjach wiedzy analizy empiryczne Employee s Individual Flexibility in Knowledge-Based Organizations Empirical Analysis The article presents the issues of employee s flexibility in Knowledge-Based Organizations. Flexibility is treated as a capacity to adapt to the new, different, changeable environment. It is presented by different types of behavior in professional situations, especially in changing conditions. The research concerns the employee s individual flexibility. Respondents from different enterprises and having different professional positions were examined. A questionnaire constructed by the author of the paper was used for the purpose of the research. Analysis of the data from the questionnaire shows that the most flexible group are managers.