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Employees' adaptation as a critical element of human resources management – a case study

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Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
The aim of the paper was to identify factors influencing employees’ adaptation, and evaluate the process in a selected company. The present study aims at establishing answers to questions on the need for the realization of adaptation, its course, and effectiveness of adaptive actions in the assessed company. While searching for answers to such questions, a review of literature and an empirical study were conducted. In order to carry out the empirical study, a case study method was employed, which constitutes a fundamental method of qualitative studies. Research results indicate that there is applied controlled adaptation in the present company. It resulted from benefits for the newcomer and the organization as well. It was observed that both the owners and the management of the assessed company devote particular attention to supporting newcomers in swift and positive adaptation.
Rocznik
Tom
Strony
27--38
Opis fizyczny
Bibliogr. 24 poz.
Twórcy
autor
  • Uniwersytet Marii Curie-Skłodowskiej, Wydział Ekonomiczny, Zakład Zarządzania
autor
  • Uniwersytet Marii Curie-Skłodowskiej
Bibliografia
  • 1. Allen, D.G., and Shanock, L.R. (2013). Perceived organizational support and embeddedness as key mechanisms connecting socialization tactics to commitment and turnover among new employees, Journal of Organizational Behavior, 34, 3, pp. 350-369.
  • 2. Bauer, T.N., Erdogan, B., and Simon, L. (2014). Effective New Employee Socialization, Meeting the Challenge of Human Resource Management: A Communication Perspective, Routledge.
  • 3. Baxter, P., and Jack, S. (2008). Qualitative Case Study Methodology: Study Design and Implementation for Novice Researchers. The Qualitative Report, 13, 4, pp. 544-559.
  • 4. Beck-Krala, E. (2013). The salaries of employees in the organization. Theory and practice, Kraków: Wydawnictwo AGH.
  • 5. Behrends, T. (2007). Recruitment practices in small and medium size enterprises. An empirical study among knowledge-intensive professional service firms. Management Review, 18, 1.
  • 6. Creswell, J.W. (2007). Qualitative Inquiry and Research Design: Choosing among Five Approaches, Second Edition, California: SAGE Publications.
  • 7. Czakon, W. (Ed.). The basics of Research Methodology in Management Science, Warszawa: Wolters Kluwer Business.
  • 8. DeBode, J.D., Mossholder, K.W., and Walker, A.G. (2017). Fulfilling employees’ psychological contracts: organizational socialization’s role. Leadership & Organization Development Journal, 38, 1.
  • 9. Ellinger, A.D., Ellinger, A.E., Bachrach, D.G., Wang, Y.L., and Baş, A.B.E. (2010). Organizational investments in social capital, managerial coaching, and employee work-related performance. Management Learning, 42(1), pp. 67-85.
  • 10. Gajda, J. (2015). Social and Professional Adaptation of Employees as a Main Factor in Shaping Working Conditions. Journal of US-China Public Administration, 12, 10, pp. 789-795.
  • 11. Golnau, W. (2007). Human Resources Management. Warszawa: CeDeWu.
  • 12. Hagen, M. (2010). The wisdom of the coach: A review of managerial coaching in the Six Sigma context. Total Quality Management, 21, 8, pp. 791-798.
  • 13. Heathfield, S.M. (2015). Use Coaching to Improve Employee Performance. Retrieved from https://www.thebalance.com/performance-improvement-strategies-1918714.
  • 14. http://www.ekspertyzy.net.pl/biuro-opinie-ekspertyzy-biegli.html, Retrieved November 20, 2016.
  • 15. Kowalewski, K., and Sawicki, D. (2014). Employees’ adaptation in Castorama Polska SA (as a good practice example). Zarządzanie Zasobami Ludzkimi, 2, 97, pp. 39-51.
  • 16. Lee, C., Liu, J., Rousseau, D.M., Hui, C., and Chen, Z.X. (2011). Inducements, contributions, and fulfillment in new employee psychological contracts. Human Resource Management, 50, 2.
  • 17. Longenecker, C.O. (2010). Coaching for better results: key practices of high performance leaders. Industrial and Commercial Training, 42, 1, pp. 32-40.
  • 18. Patton, E., and Appelbaum, S.H. (2003). The Case for Case Studies in Management Research. Management Research News, 26, 5, pp. 60-71.
  • 19. Sveiby, K.E., and Simons, R. (2002). Collaborative climate and effectiveness of knowledge work – an empirical study. Journal of Knowledge Management, 6, 5, pp. 420-433.
  • 20. Tang, C., Liu, Y., Oh, H., Weitz, B. (2014). Socialization tactics of new retail employees: a pathway to organizational commitment. Journal of Retailing, 90, 1, pp. 62-73.
  • 21. van den Heuvel, M., Demerouti, E., and Bakker, A.B. (2014). How psychological resources facilitate adaptation to organizational change. European Journal of Work and Organizational Psychology, 23(6), pp. 847-858.
  • 22. Wang, S., and Noe, R.A. (2010). Knowledge sharing: a review and directions for future research. Human Resource Management Review, 20, 2, pp. 115-131.
  • 23. Zaleśna, A. (2015). The impact of the process of adaptation and knowledge sharing on the assessment of suitability of a new employee in the company. Case studies. Torun Business Review, 14, 1, pp. 67-80.
  • 24. Żarczyńska-Dobiesz, A. (2008). New Employee's Adaptation to Work in the Company. Kraków: Oficyna a Wolters Kluwer Business
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-a2d9533a-8f6a-48ec-85e3-641aa52725ee
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