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Wpływ nagród i kar na postawy podwładnych i kierowników w organizacjach

100%

Mazanowska E.

2015

nr 7

236-248

The process of learning to manage people in an organization depends on the application to learner rewards and penalties for specific behaviors. This is the basic of learning mechanism, which also explains the behavior of employees, including managers obviously remaining in the work situation. Therefore, the problem of learning how to be good managers based on rewards and punishment development is presented below. Also clarifies the problem of evaluation managers as one of the forms of influencing employee behaviors and shaping their attitudes with the use of to link incentives which are rewarding and punishing. People in the community organizations are characterized by their personality, behavior, clothes, mode of being. Especially those employ-ed in managerial positions. It must be admitted that the heads are very sensitive to the assessment. Thus, evaluating them effectively is a challenge. Admittedly evaluations of the achievements are the result of a particular area of work and shouldn't be reflected in the normal course of learning how to manage a team of staff. However, subjective, equitable assessment of managers has significant impact on the correct process to lead a team in subsequent periods.

Przeciwdziałanie mobbingowi w organizacji na przykładzie wybranych krajów Unii Europejskiej – uwarunkowania prawne

100%

Mazanowska E.

tom Volume 34

152–162

In broadly understood global economy, where human capital is the most important link in any organisation, workplace bullying has become an increasing problem in both the developed and the developing countries, as well as in Poland. Emphasised in the literature is the fact that bullying in its early stages can be recognised the fastest in the countries with a high level of organisational culture. In other countries, however, it is only noticeable when it takes a radical form. This is mainly due to the perception of this phenomenon from a legal perspective. In those countries where the concept came to legislation earlier, the reaction to bullying is quicker. Since the issue of bullying in the organisation has a multifaceted character, this publication refers to the aspects arising from the law of a given country. At the beginning of these considerations, the causal process of bullying has been described, starting with its definition and brief characterisation. The global dimension of this phenomenon is presented with the scale of its occurrence in selected countries of the European Union. The article presents the legal regulations concerning the methods of dealing with psychological harassment, and, in particular, the analysis of organisational and legal solutions within organisations. Its main aim is to find an answer to the following question: How should the problem of bullying in Polish companies be solved? Attempting to answer this question, the author takes into account the experiences of other Member States and the views of the representatives of various scientific disciplines regarding the prevention or the understanding of the mobbing problem. The article reviews Polish and foreign source literature, thereby deepening the knowledge on human resource management by psychological harassment.