Personalo / žmogiškųjų išteklių padalinių įtaka Lietuvos įmonių veiklai

Česynienė, Rima; Stankevičienė, Asta

doi:10.5200/1822-9530.2012.27

Cited by 4 publications

(4 citation statements)

References 24 publications

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“…AmalouDo¨pke and Su¨ß (2014) established that personnel managers, managing human resources, are using information about them as an instrument for their powers in exchange for recognition. And perhaps due to insufficient status and recognition, personnel managers do not manage to take a strategic decision (Stankevičienė and Šarupičiūtė, 2014;Česynienė and Stankevičienė, 2012). Yet the experience that was shared by research participants witnesses that on the level of a group or individual they still manage to control the inflicting even though for a long time lasting conflicts.…”

Section: Discussionmentioning

confidence: 99%

“…Therefore, we state that the position of a personnel manager within a company is a strategist rather than a tactician or administrator taking care of recruitment or firing. However, to reveal the status of Human Resource (HR) divisions in Lithuanian companies Česynienė and Stankevičienė (2012) carried out an opinion poll of HR managers and specialists in 92 companies of Lithuania. The study revealed that "insufficient participation of the personnel/ human resource management division in the processes of company work strategy preparation and decision making shows that the role of the division has not experienced any significant transformations, it remained more serving than strategic as compared to other divisions creating value added" (Česynienė and Stankevičienė, 2012, p. 449).…”

Section: Theoretical Framework Of the Researchmentioning

confidence: 99%

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Experience of a Personnel Manager Resolving Conflict in the Organization

Mačiulis

Sondaitė

2018

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This paper examines the experiences of personnel managers in Lithuania in solving conflict in the organization. The data were collected by means of a semi-structured interview. A thematic analysis was employed to achieve the goal. The results revealed three common themes: "conflicts caused by changes", "conflict prevention", "going through the conflict". It was established that even though personnel managers use various strategies for avoiding conflict, they became involved, they experience strong negative emotional reactions.

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Section: Discussionmentioning

confidence: 99%

Section: Theoretical Framework Of the Researchmentioning

confidence: 99%

Experience of a Personnel Manager Resolving Conflict in the Organization

Mačiulis

Sondaitė

2018

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“…The research pursued wider objectives than those covered in the present article. The study covered such acute human resource management issues as the status of the human resource department, its role in the strategy building process and the participation in making other important decisions (Česynienė, Stankevičienė, 2012). The research also aimed at finding out whether it is possible to elucidate changes in the priorities of the functions performed by human resources departments, as well as in the competences of human resource specialists.…”

Section: Introductionmentioning

confidence: 99%

Labour Market Trends and Their Impact on Human Resource Management in Lithuanian Companies

Česynienė¹,

Diskienė²,

Stankevičienė³

2013

ECO

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Abstract. During the last decades, organizations operate in changing labour market conditions. Labour markets of many countries, including Lithuania, are in a continuous state of changes which demand a new approach to the management of human resources. The purpose of this study was to identify the key factors that transform labour markets and to outline how this transformation is impacting human resource management practices, particularly human resource specialists’ functions and competences. To achieve this purpose, a detailed review of literature was performed and a research based on the questionnaire method was conducted in 2011–2012 in 92 Lithuanian companies. The research included 160 respondents – specialists of human resourcesdepartments. The research has demonstrated that, in the changing labour market conditions, the functions of human resource specialists have become more diverse and are increasingly directed towards fulfilling the needs of the business.Key words: labour market, human resource management, functions, competences

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“…Thus, the situation is used both to humiliate an employee and to pursue the objectives of the organization (in violation of the rights of the employee) by giving additional work and thereby reducing costs that would be required to hire additional staff. In this context, the statement of the informant I3 that the manager said «... if you don't like it, you can quit...», may be associated with the pressure to resign, and with the prevailing business culture in Lithuania, where the human resources of the organization are not valued and developed adequately to the concept formed by the management science (Veinhardt and Kotovskiene, 2008;Baksyte and Stripeikis, 2011;Cesyniene and StankeviCiene, 2012). That is, there are features of abuse when forced to do the work, which is not paid extra, and using psychological pressure.…”

mentioning

confidence: 99%

Innovations in Human Resources Management: Instruments to Eliminate Mobbing

Vveinhardt

Sroka

2020

MMI

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Mobbing in employees’ relationships is a widely researched and analyzed problem, and the concept is still developing. The deliberations mostly concentrate on negative aspects associated with this phenomenon, e.g., deterioration of the relationships between employees, devastating consequences for victims, deterioration of the company’s performance and image. The research on what managerial solutions can help reduce or eliminate the problem is still, however, not very abundant. Also, though many studies confirm the existence of this phenomenon in different sectors of the economy, there is not so much research on mobbing in relationships between employees in the leisure sector organizations. What is equally important, the dysfunction of relationships between employees includes the factors that have a significant impact not only on the quality of communication but also on the services provided in the organizations providing services. Given this fact, this study deals with the prevalence of mobbing in relationships between employees of the leisure sector organizations, distinguishing the most frequent forms of psychological pressure, and shaping the managerial solutions to eliminate the problem. The results of the qualitative research are presented using a semi-structured interview method. The research sample comprises employees of the Lithuanian hotels. The qualitative data analysis was performed using Emic and Etic approaches. The results achieved show that the dynamics of mobbing in the leisure sector organizations can be related to the economic recession, when the number of customers has decreased, corporate earnings shrunk. It affected the staff policy of organizations; it also shows that the relationship between the employees forming within organizations is significantly exposed to external circumstances, the influence of which could be compensated by the change in personnel policy. The originality of this article is presupposed by the fact that a complex, versatile model of managerial solutions designed to eliminate the phenomenon of mobbing is presented as the main result of the studies carried out. Using the proposed model, the practitioners will be able to look at the phenomenon of mobbing from a different angle, and researchers analyzing destructive relationships between the employees will be able to develop strategies of prevention and intervention of mobbing in relationships between employees based on the model. Keywords: mobbing, employee relations, human resource management, managerial solutions, qualitative methods, Lithuania.

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Personalo / žmogiškųjų išteklių padalinių įtaka Lietuvos įmonių veiklai

Cited by 4 publications

References 24 publications

Experience of a Personnel Manager Resolving Conflict in the Organization

Experience of a Personnel Manager Resolving Conflict in the Organization

Labour Market Trends and Their Impact on Human Resource Management in Lithuanian Companies

Innovations in Human Resources Management: Instruments to Eliminate Mobbing

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