Human Resource Man­age­ment No 1-2/2021

Human Resource Man­age­ment No 1-2/2021

Od redakcji 1–2(Eng)/2021

Kup e-numer

Con­tem­po­rary human resource man­age­ment is char­ac­ter­ized by a spe­cific contextuality—the growth in the dynam­ics and force of influ­ence of var­i­ous deter­min­ing fac­tors, both inter­nal and exter­nal. These fac­tors form a source chal­lenges as well as jus­tify the need to adjust tra­di­tional HRM meth­ods and tools. This is accom­pa­nied by a con­tin­u­ous need to expand the range of issues addressed by HR experts. At the same time, func­tion­ing amid the COVID–19 pan­demic as well as a “new nor­mal” increases the role of and expec­ta­tions with respect to these experts on the part of employ­ers and man­agers. It is these mat­ters that serve as the lead­ing theme of this issue. Its goal is to point to new solu­tions in the area of HRM as well as to inspire more in–depth research.
The first four arti­cles are devoted to the impact of fac­tors defin­ing HRM prac­tices. Bożena Gajdzik ana­lyzes the con­se­quences of the rate at which new tech­nolo­gies based on cyber–physical pro­duc­tion sys­tems are intro­duced. She points to direc­tions of change that will move for­ward together with the devel­op­ment of Indus­try 4.0 and influ­ence the struc­ture of employ­ment, worker qual­i­fi­ca­tions, and work­ing con­di­tions.
The arti­cle by Marta Juch­now­icz and Agnieszka Wolińska–Skuza con­cen­trates on the impact of the con­tem­po­rary par­a­digm of man­age­ment, which takes on the form of orga­ni­za­tional agility in meet­ing the changes in imple­ment­ing the per­son­nel func­tion. It is in con­nec­tion with this that it presents the idea of agile human cap­i­tal man­age­ment as the suc­ces­sive phase of the evo­lu­tion of HRM. It also looks at two key attrib­utes of agility—i.e. the agile man­age­ment model and the agile mind­set. These qual­i­ties have sig­nif­i­cant effects on the process and instru­ments as applied in the area of human cap­i­tal man­age­ment. The arti­cle presents them using the exam­ple of the process of acqui­si­tion and assess­ment of employ­ees.
The arti­cle by A. Lipka must be con­sid­ered as hav­ing cog­ni­tive sig­nif­i­cance. The author uses two meth­ods to assign a value to human cap­i­tal in the orga­ni­za­tion, presents analy­ses of the impact of inter­gen­er­a­tional trans­gres­sion, and applies accepted “value car­ri­ers” to changes in the value of human cap­i­tal. The results received prove that inter­gen­er­a­tional trans­gres­sions do not imply greater changes in this field. Thus, they do not point to any mean­ing­ful dif­fer­ences in the value of human cap­i­tal, tak­ing into account the impact of risk on that value. (więcej…)

Contemporary human resource management is characterized by a specific contextuality—the growth in the dynamics and force of influence of various determining factors, both internal and external. These factors form a source challenges as well as justify the need to adjust traditional HRM methods and tools. This is accompanied by a continuous need to expand the range of issues addressed by HR experts. At the same time, functioning amid the COVID–19 pandemic as well as a “new normal” increases the role of and expectations with respect to these experts on the part of employers and managers. It is these matters that serve as the leading theme of this issue. Its goal is to point to new solutions in the area of HRM as well as to inspire more in–depth research. The first four articles are devoted to the impact of factors defining HRM practices. Bożena Gajdzik analyzes the consequences of the rate at which new technologies based on cyber–physical production systems are introduced. She points to directions of change that will move forward together with the development of Industry 4.0 and influence the structure of employment, worker qualifications, and working conditions. The article by Marta Juchnowicz and Agnieszka Wolińska–Skuza concentrates on the impact of the contemporary paradigm of management, which takes on the form of organizational agility in meeting the changes in implementing the personnel function. It is in connection with this that it presents the idea of agile human capital management as the successive phase of the evolution of HRM. It also looks at two key attributes of agility—i.e. the agile management model and the agile mindset. These qualities have significant effects on the process and instruments as applied in the area of human capital management. The article presents them using the example of the process of acquisition and assessment of employees. The article by A. Lipka must be considered as having cognitive significance. The author uses two methods to assign a value to human capital in the organization, presents analyses of the impact of intergenerational transgression, and applies accepted “value carriers” to changes in the value of human capital. The results received prove that intergenerational transgressions do not imply greater changes in this field. Thus, they do not point to any meaningful differences in the value of human capital, taking into account the impact of risk on that value. Worth noting is the article by Maria Wanda Kopertyńska and Natalia Dernowska devoted to the influence of internal factors determining the scope of the tasks facing specialists serving as HR Business Partner. The subject under study is the impact of a company’s business strategy, organizational culture, development phase, the location of HR in the organizational structure, and the type of activity as well as industry. The results of in–depth interviews conducted on a group of HR Business Partners representing twenty companies from various industries indicate that business strategy, organizational culture, and HR organizational structure location have the greatest impact. The second group of articles found in this issue is devoted to questions of challenges and changes in selected HRM processes and tools. The articles by Barbara Sajkiewicz and Hanna Kinowska pertain to improving remuneration systems. Sajkiewicz writes about the influence of remuneration on the tendency of workers to display innovative behavior, forward ideas for improvement, and deliver new solutions. For her part, Kinowska calls attention to the multidimensional character of remuneration assessment by workers. The author’s empirical research proves that not only the distributive aspect, but also the procedural and interpersonal ones are of great significance in their perception. The article by Marzena Fryczyńska on managing the career process will undoubtedly solicit attention. Its unique value lies in its assessment of worker satisfaction in new career models—i.e. the protean career and the boundaryless career. The author’s personal research has demonstrated the positive impact of two dimensions—self–directness and boundaryless mindset—on career satisfaction, where organizational mobility has a negative impact. The successive three articles point to the growth in interest on the part of HR specialists and managerial staff in the emotional state of their workers when looking at the challenges discussed in the first part of this issue. Katarzyna Januszkiewicz and Ilona Świątek–Barylska in particular touch upon very current matters. These authors characterize forced flexibility as a particular type of flexibility in the work environment typical of the pandemic reality. The effect of its influence is the evolution of the concept of linking work and professional life to move towards the concept of a work–life interface. It is on the basis of research that they present a model that allows for the identification of four types of work–life interfaces in a situation of forced flexibility. Using a consulting company as an example, Michał Ujma examines the influence of transformative leadership and work satisfaction on the results attained by an organization. It is on this basis that he formulates conclusions relating to further analyses and empirical research. The article by Joanna Samul contains a theoretical study devoted to psychological processes coupled with the internal life of the worker in the work process. Its aim is the awakening of reflection on the concept of “spirituality in the workplace” from the perspective of HRM. This issue is concluded with an article by Katarzyna Czaińska, which is devoted to identifying competency gaps in the area of soft skills, where the ICT sector is used as an example. To this end, the author formulates a catalogue of desirable soft skills from the point of view of the situation on the labor market as well as other determining factors. The research was conducted among post–secondary school students and made possible a diagnosis of the scope of existing competency gaps. It is on this basis that the author formulated interesting recommendations for the recruitment and onboarding process in companies as well as for the Polish ISCED Level 3 educational system. Analyzing the articles found in this issue, I conclude that their content certainly expands our knowledge in the area of challenges standing before HRM today. It also supplies information about new ways to improve HRM instruments. In line with tradition, the issue is summed up with a “Glossary of HRM Terms” containing the authors’ definition for key words related to the topics found in their texts. The issue closes with the “From the Publisher’s Showcase” section as developed by Ewa Wyglądała. It provides a selection of literature …

I wish you interesting reading that should serve to inspire further research.

Prof. Marta Juchnowicz, Ph.D., Habil., Collegium Mazovia (ORCID: 0000-0002-7506-5576) Editor of the 1-2/2021 issue