2017
DOI: 10.5709/ce.1897-9254.225
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In Search of Key HR Practices for Improvement of Productivity of Employees in the KIBS Sector

Abstract: The objective of this article is to present research devoted to the relationships between HR practices and productivity (understood as behavior and results) of employees in the KIBS sector (knowledgeintensive business services sector). The operations of companies in this sector are based on the application of expert knowledge to create services satisfying the needs of personalized clients. Because companies from the KIBS sector are immensely important to the development of the economy (mainly in the context of… Show more

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Cited by 5 publications
(6 citation statements)
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References 43 publications
(30 reference statements)
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“…job design and job properties, as well as empowerment) are more important than others (e.g. training and development) for the sake of improving job outcomes (Wojtczuk-Turek, 2017). However, it would be worth to verify this more precisely in future studies via comparing the KIBS sector companies to companies representing other sectors of economy.…”
Section: Discussionmentioning
confidence: 99%
“…job design and job properties, as well as empowerment) are more important than others (e.g. training and development) for the sake of improving job outcomes (Wojtczuk-Turek, 2017). However, it would be worth to verify this more precisely in future studies via comparing the KIBS sector companies to companies representing other sectors of economy.…”
Section: Discussionmentioning
confidence: 99%
“…Jako przykład można podać specyfikę pracy w firmach sektora usług wiedzochłonnych (knowledge-intensive business services sector -KIBS). Badania dotyczące związku praktyk HR z produktywnością pracowników wiedzy tworzących usługi spersonalizowane na klientów ukazały, że najsilniej łączy się ona z projektowaniem i właściwościami pracy oraz partycypacją i autonomią (Wojtczuk-Turek, 2017). Można zatem powiedzieć, że w kontekście specyfiki pracy opartej na wiedzy w firmach KIBS działania związane z kreowaniem różnorodnych zadań i wzbogacaniem pracy, wysokim wymogiem kreatywności oraz koniecznością wykorzystywania różnorodnych umiejętności przy jednoczesnym zapewnieniu swobody działania i realizacji idei podmiotowego traktowania pracowników, sprzyjają zarówno ekspresji pożądanych zachowań organizacyjnych (innowacyjnych, proaktywnych i prospołecznych), jak i osiąganiu rezultatów.…”
Section: Podsumowanieunclassified
“…Some examples may be found across several areas pointing out that incidents in working relations emphasize the importance of trust in terms of organisational productivity [15], competitive advantage [24], effective working relationships (e.g. [25,26]) or negotiations [23,[27][28][29].…”
Section: Theoretical Framework and Hypothesesmentioning
confidence: 99%
“…According to Huggins [14], the human resource, and the knowledge it embeds, are the key drivers of growth for KIBS companies operating in highly competitive environments. There have been identified human resource (HR) practices that influence the productivity of employees in KIBS [15], and HR practices moderated by HR capabilities influence the performance of knowledge-intensive service firms [16]. As the previously mentioned studies report, if HRM practices fail to create sustainable employment relationships, companies may lose the competitive advantage of people, and their profit could be at stake.…”
Section: Introductionmentioning
confidence: 99%