Wyniki wyszukiwania - Biblioteka Nauki

1

PLANNED EDUCATIONAL ACTIVITY OF EMPLOYEES IN THE ASPECT OF THE LIFELONG LEARNING - RESULTS OF EMPIRICAL RESEARCH (Planowana aktywnosc edukacyjna pracownikow w aspekcie ksztalcenia ustawicznego - wyniki badan empirycznych)

100%

Janiak-Rejno I.

Nauki o Zarządzaniu

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2011

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nr 7

90-98

EN

Changes having place in the Polish economy are becoming the cause of the constant growth of qualifying requirements imposed on professionally active persons. In consequence it is becoming almost a universal need to raise own vocational competences. Against this background there is a need of lifelong learning as the process of the constant education of employees lasting almost their whole life. The purpose of the article is a presentation of empirical research conducted amongst students of post-graduate education, concerning planned educational activity of employees in the period of the nearest three years. Taking into consideration the diversity of the problems, the article presents the most essential results of research.

2

DESIGNING EMPLOYEE ASSESSMENT SYSTEMS: ROLE, GUIDELINES, AND THREATS

63%

Chomatowska B. , Janiak-Rejno I.

Zarządzanie Zasobami Ludzkimi

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2009

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nr 3-4(68-69)

85-123

EN

Implementation of periodic employee assessment systems into companies is a difficult and complex process. It consists of many mutually–related phases such as design, implementation, utilization, monitoring, and control. The approach to each of these as well as the quality of solutions applied within their framework determines the success or failure of the entire operation. The authors of this article concentrate on the design phase of the periodic employee assessment system. Many of the difficulties in achieving assessment system targets have their genesis in this phase of work. The objective of this article is to show the role and importance of the design phase in the success of the entire venture - the introduction and effective utilization of periodic employee assessment systems in economic practice. The authors have attempted to formulate the prime guidelines in implementing this phase as well as to make evaluating entities aware of the types of threats they should look out for and how they can be presented.

3

Essential competencies for Gen Z remote workers - research results

51%

Chomątowska B. , Janiak-Rejno I. , Żarczyńska-Dobiesz A.

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2022

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tom z. 162

87--100

EN

Purpose: The article's primary goal is to identify the most important values in the life of representatives of Generation Z after their experience of remote work in an uncertain time of COVID-19 pandemic and critical competencies essentials at home-office. Design/methodology/approach: The authors conducted a diagnostic survey with a survey questionnaire. The questionnaire was carried out using the CAWI method. It was filled in by 310 respondents who represent Generation Z, are professionally active and worked remotely during the pandemic. Frequency and percentage statistics and descriptive parametric were applied in the statistical evaluation. Findings: The research results showed that, in Gen Z-ers' opinion, they need specific competencies to be effective in remote work. They indicated the most important ones: the ability to use remote technologies and manage their own time, independent problem solving, self-motivation and commitment. Research limitations/implications: The authors intend to continue the research carried out in the discussed topic, as well as in the field of adaptability to remote work of other three generations, i.e., Y, X and BB. Due to the limitations of the research sample, it is important to underline that generalizing the research results must be done with caution. Practical implications: Human resource managers are challenged to develop the competencies necessary for effective work in a virtual environment. It is also a guideline for which areas employees need support and appropriate training policy. Originality/value: Our paper contributes to the latest insight into essential competencies for Gen Z in remote work. Managers need this knowledge to manage young employees from the Z generation best and ensure their effectiveness while working remotely.

4

Generation Z in uncertain time of Sars-Cov-2 – how do they feel far away from office?

51%

Żarczyńska-Dobiesz A. , Chomątowska B. , Janiak-Rejno I. , Strugała A.

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2022

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tom z. 159

513--524

EN

Purpose: In response to the outbreak of the Covid-19 pandemic, many employers have decided to switch to remote work. This form of work has become a new professional reality for employees representing all generations. Each of them in their own way found themselves in these new working conditions. The article focuses on the experience of the youngest cohort of workers in this regard. The main goal of the paper is to recognize the experience of Generation Z employees in the area of remote work and to identify key factors that, in the opinion of representatives of Generation Z, favor or limit remote work in an uncertain time of Covid-19. Design/methodology/approach: The authors conducted a diagnostic survey with a survey questionnaire. The questionnaire was carried out using the CAWI method. It was filled in by 334 respondents who represent Generation Z, professionally active, who worked remotely during the pandemic. As many as 310 questionnaires were selected for the final analysis. Findings: Young people like the model of remote work because they can derive many benefits from it. Representatives of Generation Z wonder whether the return to office work will deprive them of their privileges and make them submit to a certain discipline and rules applicable there. Research limitations/implications: Due to the limitations of the research sample it is important to underline that generalizing the research results must be done with caution. The authors of the article intend to continue the research carried out on the discussed topic, as well as in the field of adaptability to remote work of other three generations: Y, X, and BB. Practical implications: Recognition of experience of both employers and young employees in the field of remote work, there is a great opportunity for new solutions in HRM and work management, more relevant to the challenges of the pandemic and post-pandemic world of work. Originality/value: The paper analyzes the remote work experience of employees in pandemic reality. Its value is to look at the issue from the perspective of the experience of the youngest employees representing Generation Z. The article is addressed to human resources managers.