Research background: Entering of generation Y into the job market causes many interesting insights for both researchers, who analyze the specifics of this generation, as well as practitioners of modern organizations' management. Despite some differences in the charac-teristics of generation Y, the authors involved in this issue agree that generation Y is focused on education and development with simultaneous desire to maintain a balance between work and personal life. More often than older generations, they are willing to use the various programs, offered by their company, supporting reconciliation of professional and personal life. Purpose of the article: The aim of the article is to present issues concerning the functioning of the representatives of generation Y in the labor market with particular emphasis on the issue of balancing professional work and personal life. Methods: The conducted research aimed to analyze the opinion of representatives of gener-ation Y about the expectations associated with their professional work with special emphasis on creating a balance between work and personal life. In order to obtain answers to the research questions, the methods of diagnostic survey and questionnaire technique were used. To complement the obtained data, the additional qualitative research unstructured interviews were conducted. The researches were conducted in Poland, at one of the technical universities in the Silesian voivodeship. Findings & Value added: Respondents have confirmed the hypothesis that for their genera-tion balance between work and personal life is very important. The collected respondents' opinions showed the image of flexible employment as a good way to reconcile work and other obligations, which gives the ability to have multiple sources of income. It is a good solution especially for young people and people entering the labor market. The results of the conducted interviews pointed to a number of factors which in the opinion of young workers are important values in life and are related to the maintaining work-life balance.
The analysis of the problem of work-life balance (WLB) expanded through the last few years, being transformed from the typically female problem, connected with family life, into more general issue, concerning all the employees. The problem occurs especially with reference to the small and medium enterprises (SMEs), which dominate in the enterprise structure in the world. At the same time these organizations represent relatively low standards in terms of realization of the basic rules of HR management, including WLB. It is caused not only by the system and organizational limitations, but it is also a result of a lack of the employers' awareness in relation with a given area. It also seems to be interesting that the peculiarity of the functioning of a SMEs may be recognized as a factor fostering efficient management of WLB (greater flexibility in decision-making process, greater flexibility in terms of structural and economic matters), but at the same time size of the company can be recognized as a factor creating an obstacles in implementation of the WLB idea (ad hoc management, lack of knowledge in the area of shaping activities concerning WLB, focus on profit in a short time, lack of strategic management, lack of formal representations of the employees' interests). The aim of the article is to present the results of authors' own research focusing on the conditions of WLB of SME's employees.
Streszczenie:Opracowanie koncentruje się na zagadnieniu lojalności pracowników analizowanym jako wyzwanie dla zarządzania potencjałem społecznym we współczesnych organizacjach. Pierwsza część zawiera teoretyczne podstawy podejmowanej problematyki, bazując na analizie literatury przedmiotu. Szczególną uwagę zwrócono na różnorodne działania organizacyjne sprzyjające kształtowaniu lojalności pracowników. Część empiryczna opiera się na wynikach badań własnych, które dotyczą postrzegania przez pracowników lojalności i lojalnego pracownika oraz czynników mających największy wpływ na budowanie lojalności pracowników. Celem opracowania jest wskazanie na znaczenie złożonej problematyki lojalności pracowników w zarządzaniu współczesnymi organizacjami. Słowa kluczowe: lojalność, lojalność pracowników, zarządzanie potencjałem społecznym organizacji WprowadzenieLojalność uznawana jest za istotną wartość w relacjach międzyludzkich i ogólnie ujmując, przyjmuje się, iż wyraża się ona w wierności poglądów, stałości uczuć, rzetelności wykonywanej pracy. Zapewniając poczucie bezpieczeństwa, stwarza stan pewnej stabilności warunków i daje podstawy do przewidywania tego, jak zachowają się inne osoby, np. pracownicy w określonej sytuacji (Bogunia--Borowska 2015, s. 25-26).Na współczesnym, konkurencyjnym rynku lojalność pracowników oddanych swojej organizacji jest cechą bardzo pożądaną, bowiem nie tylko wpływa na zaangażowanie w wykonywanie powierzonych zadań, przestrzeganie norm i zasad pracy, wysoki stopień zdyscyplinowania, ale związana jest z poczuciem zadowolenia z przynależności do firmy oraz identyfikacji z nią. Lojalni pracownicy współpracują, ufają sobie nawzajem, a co istotne -promują pozytywny wizerunek swojego miejsca pracy (Chwalbóg 2013, s. 22-23). Te wymienione argumenty, a także szereg innych, przemawiają za dużym znaczeniem, jakie proces budowania lojalności pracowniczej odgrywa w zarządzaniu potencjałem społecznym współczesnych organizacji.Celem niniejszego opracowania jest wskazanie na znaczenie zagadnienia lojalności pracowniczej i działań w organizacjach sprzyjających kształtowaniu lojalności pracowników w zarządzaniu potencjałem społecznym współczesnych organiza-Zeszyty Naukowe Politechniki Częstochowskiej Zarządzanie Nr 24 t. 2 (2016) s. 82-95 dostępne na: http://www.zim.pcz.pl/znwzLojalność pracowników a zarządzanie potencjałem społecznym współczesnych organizacji 83 stanowi podstawę trwałego związku zatrudnionego z organizacją?, "Humanizacja Pracy", nr 4-5.Abstract: The paper focuses on the issue of employees' loyalty analyzed, as a challenge for the management of social potential in modern organizations. The first part contains the theoretical basis of the issue basing on the analysis of literature. Particular attention was paid to various organizational activities, which support shaping employees' loyalty. The empirical part is based on the results of own research, which refers to the loyalty perceived by employees and the factors having the greatest impact on building employees' loyalty. The aim of the elabo...
It is difficult to overestimate the benefits of positive employee relations, as they relate to individual, team and organisational aspects. Good relations between employees are reflected in effective communication, higher work efficiency, employee commitment, but also in a higher job satisfaction. Such relationships in the organisation also show respect, trust, and the willingness to cooperate among employees, which foster knowledge sharing. Employers whose employees work remotely are often faced with the problem of how to shape an organisational culture of openness, built on positive employee relations, encouraging the sharing of knowledge with colleagues. The empirical part of the study was prepared on the basis of the results of a survey conducted at the turn of 2021/2022 among young people, representatives of generation Z, living in the Silesian voivodeship in Poland. The results of the conducted research show that young people from generation Z negatively evaluate the impact of remote work on relations with both colleagues and superiors. Moreover, according to the respondents, the remote work interferes with building emotional ties and also limits mutual support in difficult situations and may lead to a feeling of social isolation. Although the respondents believed that remote work allows a quick exchange of information and promotes the exchange of knowledge between employees, they were reluctant to work remotely in the future (they preferred hybrid or stationary work).
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