Abstract:The main goal of the article is to present some differences in the practice of competency management, perceived as a part of human resources management, that were identified in the empirical research conducted in three countries, that is Poland, Spain, and Austria. Our research is placed within cross-cultural HRM and comparative HRM, that together with corporate-international HRM make three theoretical and research streams within international human resources management (IHRM). This is because on one side, the analysis of the research data covers comparison of competency management systems and practices both at the organizational and national level in different countries, but on the other side, we make an attempt to discuss the possible influence of national culture on identified differences.
Purpose: The objective of this article is to identify and analyse self-assessment of digital competencies among employees, soldiers and Generation Z people who are not in employment, as well as its correlations with gender, generation, personality, place of residence, professional status, interest in professional military service, motivation, feeling of satisfaction of their expectations concerning employment/military service, as well as capacity to work in Economy 4.0. Design/Methodology/Approach: The sample was based on random selection of 23 out of 28 powiats and questionnaires handed out during the obligatory military entrance processing by Military Draft Offices. Non-parametric tests were used for data analysis. Correlations between the variables were tested by chi-square test for variables on nominal scale. For analysing correlations between the numerical and categorical variables, U-Mann-Whitney test (for two groups) or Kruskal-Wallis test (for more than two groups) were applied. In the case of two numerical variables, Spearman's linear correlation coefficient was applied. Furthermore, in the case of more than two groups, the author applied Jonckheere-Terpstra trend test and post hoc analysis with Dunn test with Bonferroni's correction for tied ranks. Findings: Empirical research indicates that the level of the studied digital competencies is not high in respondents' self-assessment. Respondents of Generation Y declared the highest self-assessment of the competencies. The level of digital competencies varied depending on the place of residence and it was the lowest among respondents living in countryside. It turned out that soldiers have significantly higher digital competencies than civilians. No significant differences in digital competencies were found with respect to gender and position held. However, a series of significant correlations were found between digital competencies and other variables. Practical Implications: Practical business implications concern mainly necessity of broader development of digital competencies in organisations, and in Economy 4.0. Originality/value: The article describes a diagnosed competency gap in the area of digital competences in employees, soldiers and non-working representatives of generation Z. It has also been established that the increase in their digital competences increases their motivation to work, their willingness to operate their own business, leads to a higher sense of fulfilment of expectations concerning employment/military service, higher interest in professional military service and higher capacity to work in Economy 4.0.
(1) Background: In this article, we explore the ever-present problem of achieving better results in the area of creating innovative and diverse human resources in the workplace environment through learning and inference from past actions. (2) Methods: An original proposal of five synthetic indicators was developed, corresponding to individual areas of the 5P architecture. In order to test the homogeneity of the index, exploratory factor analysis was used. The reliability of the new indicator was also assessed, both in total and in selected sub-areas. The value of the synthetic index was determined as a summary score in the selected areas (the sum of the values of individual diagnostic variables). Finally, the distribution of synthetic indicators WP1–WP5 was analyzed. (3) Results: By assumption, this analysis was performed to enable an empirical verification of the theoretical model, which combined the strategic, tactical and operational levels, delineating five steps (areas) that should be taken to create an organization open to diversity and its management. The presented approach also allowed for the visualization of the implementation of the organization’s activities in individual areas of diversity management expressed in the proprietary 5P architecture in many dimensions (planning, implementation and monitoring). In addition, the analyses confirmed that the individual dimensions of the diversity management architecture interacted with each other and that the direction of this correlation was positive: the development of diversity management in different areas occurred in parallel, but nevertheless, as can be seen from the values of the correlation coefficients, at a different pace/range. (4) Conclusions: The use of quantitative methods in the decision-making process of an organization can have a significant impact on the quality of its management. In the case of building an inclusive environment and implementing activities for diversity management, the proposed 5P architecture could significantly support this process. Therefore, it is recommended to use the proposed 5P architecture in practice, for example, to diagnose the scope and quality of actions taken for diversity management, as well as to build a diverse working environment in key areas of the organization.
The main objective of the research was to determine how temporary employees perceive the process of their onboarding in the context of the efficient performance of their responsibilities. The analysis covered the information obtained by the employee during onboarding, such as the employer's expectations concerning the position in question, organization of work, procedures and values applied at the company, as well as work evaluation terms. A quantitative research was held based on a questionnaire filled in by 286 respondents. The study revealed that temporary employees had a good opinion of the methods of onboarding. It turned out that the opinion on onboarding, especially with respect to work organization, worsened with age. The study also determined that with increasing level of education, employees' opinion worsened with regard to the completeness of information provided during onboarding and concerning work evaluation methods and the values applied at the company.
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