PL EN


Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
Tytuł artykułu

Training of human resources as an element of development and building discipline

Treść / Zawartość
Identyfikatory
Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
Purpose: The publication’s purpose is to demonstrate how training affects the development of soldiers in the armed forces and shapes discipline within the military. Design/methodology/approach: As part of the conducted works, the following research questions were raised: Q1. Is the amount of training sufficient to ensure proper development of a soldier and to make him follow instructions and orders? Q2. Do superiors use all available forms of training? A total of 103 soldiers of the Repair Battalion participated in the study from March to April 2018. Findings: The study shows that the delivered trainings ensure the proper functioning of the unit, an appropriate level of discipline and provide a soldier with an opportunity to develop professionally. However, only 53.7% of soldiers believe that superiors use all available forms of training. This may be caused by inadequate knowledge of the legal acts, which was confirmed by up to 30% of the respondents. Originality/value: This publication covers the subject of human resource management, in particular the area of training, emphasising: the importance of knowledge of the legal acts (specificity of the organisation under study) that affect the “training programme” and the number of trainings necessary to exercise the profession and to apply for promotion, as well as to shape the expected level of discipline. This paper is dedicated to people involved in the training and/or management of human resources and civil servants.
Rocznik
Tom
Strony
593--604
Opis fizyczny
Bibliogr. 25 poz.
Twórcy
  • Koszalin University of Technology. Faculty of Economic Sciences
Bibliografia
  • 1. Adamiec, M., and Kożusznik, B. (2000). Zarządzanie zasobami ludzkimi. Kraków: Wydawnictwo AKA-DE.
  • 2. Armstrong, M. (2000). Zarządzanie zasobami ludzkimi. Kraków: Oficyna Ekonomiczna.
  • 3. Armstrong, M. (2010). Strategiczne zarządzanie zasobami ludzkimi. Warszawa: Wolters Kluwer.
  • 4. Baron, I.S., and Agustina, H. (2017). The effectiveness of leadership management training. Polish Journal of Management Studies, Vol. 16, No. 2, pp. 7-16. doi: 10.17512/ pjms.2017.16.2.0.
  • 5. Burley, S.D., Drain, J.R., Sampson, J.A., and Groeller, H. (2018). Positive, limited and negative responders: The variability in physical fitness adaptation to basic military training. Journal of Science and Medicine in Sport, Vol. 21, Issue 11, pp. 1168-1172. doi.org/10.1016/j.jsams.2018.06.018.
  • 6. Clark, K.D., and Waldron, T. (2016). Predictors of Leadership Behavior in Early Career White Collar Professionals: The Roles of Personal Characteristics and Career Context. Journal of Leadership and Organizational Studies, Vol. 23, No. 1, pp. 27-38. doi/abs/10.1177/1548051815587759.
  • 7. Doxford, D., and Judd, A. (2002). Army training: the environmental gains resulting from the adoption of alternatives to traditional training methods. J. Environ. Plann. Manag., 45(2), pp. 245-265. doi: 10.1080/09640560220116323.
  • 8. Gajdzik, B. (2018). Model 70-20-10 uczenia się i rozwoju – argumenty za i przeciw. HRM, 1(120), pp. 167-181.
  • 9. Griffin, R.W. (2017). Podstawy zarządzania organizacjami. Warszawa: PWN.
  • 10. Koźmiński, A.K., and Piotrowski, W. (2000). Zarządzanie potencjałem społecznym w organizacji. Teoria i praktyka. Warszawa: PWN.
  • 11. Król, H., Ludwiczyński, A. (2006). Zarządzanie zasobami ludzkimi. Tworzenie kapitału ludzkiego organizacji. Warszawa: PWN.
  • 12. Kyröläinen, H., Pihlainen, K., Vaara, J.P., Ojanen, T., Santtila, M. (2017). Optimising training adaptations and performance in military environment. Journal of Science and Medicine in Sport, Volume 21, Issue 11, pp. 1131-1138. doi.org/10.1016/ j.jsams.2017.11.019.
  • 13. Larsen, T., Beier-Holgersen, R., Meelby, J., Dieckmann, P., Østergaard, D. (2018). A search for training of practising leadership in emergency medicine: A systematic review. Heliyon, Volume 4, Issue 11, pp. 1-23. doi.org/10.1016/j.heliyon.2018.e00968.
  • 14. Listwan, T. (2006). Modele i składniki strategicznego zarządzania kadrami. In: W.T. Listwan (Eds.), Zarządzanie kadrami. Warszawa: C.H. Beck.
  • 15. Moczydłowska, J. (2010). Zarządzanie zasobami ludzkimi w organizacji. Podręcznik akademicki. Warszawa: Difin.
  • 16. Nichols, A. (2016). What do people desire in their leaders? The effect of leadership experience on desired leadership traits. Leadership & Organization Development Journal, Vol. 37, No. 5, pp. 658-671. doi.org/10.1108/LODJ-09-2014-0182.
  • 17. Pocztowski, A. (2003). Zarządzanie zasobami ludzkimi. Warszawa: PWE.
  • 18. Program szkolenia pododdziałów logistycznych (2017). Bydgoszcz: Dowództwo Generalne Rodzajów Sił Zbrojnych.
  • 19. Reigeluth, C.M. (ed.) (2012). Instructional Design Theories and Models. Hillsdale: Erlbaum.
  • 20. The Act of September 11, 2003 on the military service of professional soldiers.
  • 21. The Act of October 9, 2009 on the military discipline.
  • 22. The Regulation of the Minister of National Defence of June 23, 2010 on rewarding soldiers, former soldiers and sub-units, units and military institutions.
  • 23. Vásquez-Torres, M.C. (2017). Variations in the perception of the elements that constitute training based on company size, employee seniority, and company age. Management, Vol. 21, No.1, pp. 148-178. doi: 10.1515/manment-2015-0086.
  • 24. Wood, J., and Dickinson, J. (2011). Quality Assurance and Evaluation in the Lifelong Learning Sector. Exeter: Learning Matters.
  • 25. Zentelis, R., Banks, S., Roberts, J.D., Dovers, S., Lindenmayer, D. (2017). Managing military training-related environmental disturbance. Journal of Environmental Management, 204, pp. 486-493. doi.org/10.1016/j.jenvman.2017.09.029
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-7e53d106-e0f2-4588-be69-9f56abd18e31
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.