Funkcje działu personalnego a szacowanie wartości kapitału ludzkiego firmy

• Autorzy: Joanna Samul

Warianty tytułu

Functions of HR department and estimating the value of human capital company

• Języki publikacji: PL

Abstrakty

Sytuacja gospodarcza i zmiany na rynku stawiają przed działami human resources (HR) nowe, złożone wyzwania, dokonując redefinicji ich funkcji i roli. Obecnie w literaturze konsekwentnie odchodzi się od funkcji administracyjnej na rzecz roli strategicznego partnera biznesowego. Od menedżerów personalnych wymaga się zarówno znajomości zaawansowanych technik human resources management (HRM), jak i rzeczywistego udziału w tworzeniu wartości organizacji. W artykule podjęto próbę określenia tego, jaka jest obecnie funkcja menedżerów personalnych oraz ich rola w zakresie pomiaru kapitału ludzkiego. Do realizacji tego celu przeprowadzono badania, w których odpowiedzi udzieliło 107 menedżerów personalnych firm o różnym profilu działania. (abstrakt oryginalny)

EN

The current business world requires HR department to be agent change and business partner. From personnel managers requires both knowledge of advanced techniques of HRM, as well as participation in the value creation of the organization. HR functions most effectively when it is part of the leadership team, focusing on overall business strategies rather than just personnel issues. HR managers with the ability to understand employee needs and to contribute to the business priorities as a whole are the true managers. The purpose of this article is to provide consideration about the role of HR specialists in measuring human capital. The study from which this paper reports included empirical data collected through the answer was given by 107 personnel managers of companies. (original abstract)

Słowa kluczowe

PL

Dział personalny; Funkcja personalna; Zasoby ludzkie; Kapitał ludzki; Szacowanie wartości

EN

Human resources department; Personal function; Human resources; Human capital; Value estimation

• Czasopismo: Ekonomia i Zarządzanie
• Rocznik: 2014
• Numer: nr 2
• Strony: 97-107

Twórcy

autor

Joanna Samul

• Politechnika Białostocka

Bibliografia

• Armstrong P. (2000), The name has changed but has the game remained the same, Personnel Review 22 (6), s. 576-589
• Bakker A.B., Albrecht S.L., Leiter M.P. (2011), Key questions regarding work engagement, European Journal Of Work and Organizational Psychology 20 (1), s. 4-28
• Bhatti K.K., Quresh T.M. (2007), Impact of employee participation on job satisfaction, employee commitment and employee productivity, International Review of Business Research Papers 3 (2), s. 54-68
• Bridle P. (2010), HR should be buried and the given a seat on the board, Human Resource Management International Digest 18 (1), s. 5-7
• Caldwell R. (2001), Champions, adapters, consultant and synergists: the new change agents in HRM, Human Resources Management Journal 11 (3), s. 39-52
• Crawford E.R., LePine J.A., Rich B.L. (2010), Linking job demands and resources to employee engagement and burnout: a theoretical extension and meta-analytic test, Journal of Applied Psychology 95 (5), pp. 834-848
• Dessler G. (2008), Human Resource Management, Prentice Hall International, London
• Elias J., Scarbrough H. (2004), Evaluating Human capital. An exploratory study of management practice, Human Resources management Journal 14 (4), s. 21-40
• Go´mez-Mejia L., Balkin D., Cardy R. (2009), Managing Human Resources, Prentice Hall, Englewood Cliffs
• Hall L., Torrington D. (1998), Letting go or holding on - the devolution of operational personnel activities, Human Resource Management Journal 8 (1), s. 41-55
• Heisler J.W. (2003), Competency required by today's HRM professionals, Link & Learn eNewsletter, http://www.hra- nca.org/savedfiles/heisler.pdf [23.01.2014]
• Hoque K., Noon M. (2001), Counting angels: a comparison of personnel and HR specialists, Human Resources Management Journal 13 (3), s. 5-22
• Jończak M., Woźny A., (2011), Czy polscy pracodawcy sprostają nowym wyzwaniom. Trendy HRM w Polsce, http://www.deloitte.com/assets/Dcom-Poland/.../pl_HR_Trendy_2011.pdf [23.01.2014]
• Khan A., Khan R. (2011), The dual responsibility of the HR specialist, Human Resource Management International Digest 19 (6), s. 37-38
• Lawler E.E., Mohrman A.M. (2003), Creating a Strategic Human Resource Organization: An Assessment of Trends and New Directions, Stanford University Press, Stanford, CA
• Lim L.K., Chan C.A., Dallimore P. (2010), Perceptions of Human Capital Measures. From Corporate Executives and Investors, Journal of Business and Psychology 25 (4), s. 673-688
• Long Ch.S., Ismail W.K.W. (2012), The HR specialist as an agent of change, Human Resource Management International Digest 20 (2), s. 24-28
• Millward N., Forth J., Bryson A. (2000), All change at Work, Routledge, London
• Pritchard N. (2007), The destructive forces of human resources - turning people management and development initiatives into positive impactors, Industrial And Commercial Training 39 (2), s. 104-107
• Rao M.S. (2013), Can hr leaders excel as company chief executive? Human Resource Management International Digest 21 (5), s. 3-5
• Sartain L. (2010), HR's role in driving a high-performance culture, http://www.humanresourcesmagazine.com.au/articles/AC/0C0209AC.asp?Type Ľ 60&Category Ľ 919 [23.01.2014]
• Ulrich D. (1997), Human Resource Champions: The Next Agenda for Adding Value and Delivering Results, Harvard Business School Press, Boston
• Ulrich D., Brockbank W. (2005), The HR Value Proposition, Harvard Business School Press, Boston

Identyfikatory

DOI

10.12846/j.em.2014.02.08