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Employee competencies in the changing organizational environment

Miś Alicja, Łysik Krzysztof

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

2024

z. 200

281--291

Purpose: The study aims to identify changes in the importance of employee competencies in the competency structure under the influence of selected elements of the business environment. The results obtained are derived from literature analysis and empirical research. Design/methodology/approach: The problem in the study was formulated as the influence of selected elements of the macro-environment of enterprises (such as: aggressive competition, economic crisis, knowledge-based organization, modern technology, and internationalization) on the reconfiguration of the weights of employee competencies (among them: creativity, flexibility, information processing and knowledge generation, interdisciplinary knowledge, and interpersonal communication) in the competency structure. Findings: The strongest changes was perceived between the increase in the importance of knowledge and information in the business environment and the competencies of information processing and knowledge generation. The second strongest relationship was between the economic crisis and employee flexibility. The third was the relationship between the intensity of competition and employee creativity, and the last one was the relationship between the use of modern technology and employees' interdisciplinary knowledge. Research limitations/implications: Limitations of the article include the size of the sample only from Malopolska region and lack of the equivalence of the investigated group. Practical implications: The results of the conducted research draw attention to the current needs of enterprises in the field of employee competencies and therefore provide information for schools, students, unemployed people, employees of enterprises, and all those for whom it is important to acquire and develop their own competencies. Originality/value: The study pointed out the influence of selected elements of the macro-environment of enterprises on the reconfiguration of the weights of employee competencies in the competency structure.

Key determinants of human resource management in hospitals: stakeholder perspective

Buchelt B. I., Frączkiewicz-Wronka A., Kaminska R.

Engineering Management in Production and Services

2017

Vol. 9, no. 2

105--115

Over the past decade, theoretical and empirical research on the various aspects of human resources (HR) within the healthcare (HC) sector has grown extensively due to its’ strategic importance in the sector. There is a visible tendency among researchers to pursue an effective human resource management (HRM) strategies, methods, and tools. Countries implement policies which should increase the amount and competences of employees within healthcare. Providers of HC services (i.e. hospitals) tend to enforce modern HRM solutions adapted from business organisations to attract, retain and develop HR. However, these seem not be as effective as they could (Hyde et al., 2013). Because of this, authors approached a researched reality from the point of view of a contextual paradigm, assuming that HRM solutions to be effective should match the reality of HC providers (Pocztowski, 2008). The aim of the research was to detect determinants which might influence the management of medical personnel in hospitals and identify the possible strength of these determinants so a more adjusted organisational and human resource management strategy could be elaborated. The list of possible determinants of hospital operations as the result of meta-analysis was elaborated. The list created the basis for interviews conducted among stakeholders and experts. Respondents were asked to appraise the factors with the usage of numerical scale considering their influence on medical personnel management in hospitals (physicians, nurses and others). In total, there were 28 interviews completed. The general conclusion which can be drawn from the analysis of these data is that hospitals should reorient their HRM practices in such the way that not only the quantitative but also the qualitative aspect of performance would be properly handled. This paper draws from HRM theory (contextual approach), stakeholder theory, and healthcare management theory, adding new insight to each in the context of the HC sector. Identification of most important factors which influence hospitals could allow the providers to elaborate HRM strategy adjusted to external circumstances.